DT Election 2003 - Questionnaire

Are you a member of WISA? If not, why not?

Yes.

Why should WISA members vote for you?

I believe my manifesto identifies why WISA members should vote for me, I have an extensive successful business background so am qualified to undertake relevant work for the membership. I have been a (AFC) Wimbledon (FC) supporter for 36 years so have had exposure to the pain of Franchise owners dating back what seems like forever. I believe passionately in The Dons Trust and it's links to the Local Community. The D/T position must be strengthened in relation to it's subsidiaries through a clear concise Constitution.

How much time can you commit each month to DT duties (excluding AFCW activities?).

Whilst only 42, I am fortunate in being “retired” so am able to offer time as required.

What role would you perform on the DT board?

I would be prepared to perform any role that benefited the Trust. I am currently on the Legal & Constitutional Group, I also feel there is a need for a DT Board responsible for undertaking social and performance audits of subsidiaries in order that we can learn from the past to ensure the future.

Would you undertake any additional activities in AFCW?

I am currently a member of the Finance Group that undertake match day responsibilities including “money counting”. I am also a member of the Commercial Group who's responsibilities include seeking sponsorship at all levels for the Club and Ground.

Did you support the recent share issue enthusiastically, with reservations, or were you unhappy with the idea?

“with reservation”. I supported without any reservation the plan to purchase the main lease at Kingsmeadow and hence recognised the need to raise significant funds beyond those generously donated by fans and members. I did however question the need for a Public Share Offer over a Private Share Offering amongst D/T members. I am still unconvinced that the Public Share Offer raised sufficient additional monies to justify selling a stake in the organisation to third parties. Secondly I was against the final structure used in the Share Offer, I would NOT have agreed to sell any part of the football club as has happened instead I would have preferred to have issued shares in a separate trading company responsible for the stadium only.

There are still significant issues arising from the Share Offer, e.g. How do the Dons Trust exercise their vote, will the Trust as majority share holder be consulted on strategic and operational issues. If no why not if yes how?

Do you favour a register of interests to record any benefits (financial or otherwise) Trust members gain from their dealings with the Trust or PLC?

Yes, The D/T membership as owners of AFC Wimbledon have a right to know who is benefiting financially or otherwise from the organisation.

The issue is about maintaining the Honesty and Integrity of the organisation in the eyes of the membership. Absolute transparency will help achieve this.

What personal qualities (apart from professional skills, and a capacity for hard work) do you have that the DT Board needs?

Open and Honest, I also don't believe I know the answers to everything, so am prepared to ask others for their help. My experience in business enabled me to develop leadership qualities and a rational decision making process.

Please list all financial benefits that you have received in the past through dealings with the Trust or Plc.

NONE

What do you think of the Trust's performance and achievements so far?

I am constantly frustrated by the criticism levelled at the Dons Trust, I believe their achievements to date have been outstanding aside from ownership of AFC Wimbledon . I am particularly proud of the Junior Dons Match Day Academy, the initiation of Football in the Community and the Ladies Teams. Of course the crowning glory was it's role in purchasing the main lease at Kingsmeadow.

What changes would you propose, if any, to the way the Trust operates?

Communication, the exhaustive work load of the Trust Board has necessitated reactive communication rather than proactive, I would hope a review of the Communication Strategy would address this.

I would commission a total re-draft of the constitution in consultation with the membership. The Constitution is the Mandate given by the membership and is it's safe guard for the future.

How could the Trust board improve its communication with members?

I believe the minutes of all working groups including the Board should be published including the voting patterns of Board Members.

I would also like to see more regular “Open Meetings” of the Trust with Agenda's driven by the membership.

All Trust meeting dates should be published allowing membership the opportunity to attend in an observation capacity.

I would also like to see Board Member surgeries allowing the membership opportunity to debate and influence in a more personal forum.

Ultimately the more members involved the greater the communication, we must look to be more inclusive, taking every opportunity to allow members to get involved. It does not matter how great or small the contribution is we must endeavour to find vehicles that allow it.

When considering candidates for board member positions for the Club, what characteristics would you look for?

Open, Honest, Transparent and an understanding that they are working for the membership / shareholders, hence must be prepared to consult and take guidance.

Should directors of DT subsidiaries (E.g. AFC Plc) be allowed to take up elected posts on the DT Board?

There are two separate director groups and hence two answers a) I am not convinced that Executive Directors need sit on the D/T Board or if they do not as voting members. b) The Dons Trust Board elects two Non-Executive Directors to represent the D/T Board on the AFC PLC Board so in this case yes.

How do you currently understand the duties and relationship of the DT Board in relation to the AFC Wimbledon PLC, AFC Wimbledon Ltd., and AFC Stadium Ltd. boards?

How I understand it, the DT Board are elected by the membership, the subsidiary Boards are there to serve as directed by the DT Board, e.g. the DT Board has strategic control, delegating operational management issues to subsidiary Boards. However given the DT Board has not agreed delegated powers and authorities I am not certain this is happening in practice.

It is crucial that the new DT Board commissions the L & C Group through consultation with the membership to re draft the Constitution. The Constitution is the Board mandate given by the membership.

Should the Trust membership have the final say on the big issues, like where the club has its home ground or selling shares in the club?

YES

Should Trust members have the right to propose motions at the AGM and other general meetings?

YES, I would hope this will be addressed at the upcoming AGM by way of a recommendation proposed by the L&C Group.

What ideas do you have for paying off the rest of the debt on the purchase of Kingsmeadow?

I believe that managing the Interest Payments is probably more important in the short term, our ability or otherwise to reduce our interest burden through re-financing will effect the PLC's profitability and ultimately our ability to develop the stadium and invest in the football club and football in the community.

Our ability to repay the loan and over how long will depend on our income generation and cost control.

Are there any situations in which the Trust could, or should, relinquish control of AFCW?

No

Do you see Kingsmeadow, The Fans Stadium as a temporary or permanent home for AFC Wimbledon ?

Difficult Question, I am reminded of a Business expression “Rigid Flexibility”.

At this moment I see Kingsmeadow as permanent, it is essential that we all see it as such in order that we can progress and develop without reservation. However I would like to think that we could ultimately relocate in Wimbledon and as such should remain vigilant to opportunities. I do not support a move to The London Borough of Merton for the sake of it the LB of M is a new concept compared to (AFC) Wimbledon (FC). Any subsequent move should be considered against the needs of the Trust and the Community.