Project 9 - Strategy (24/25 Season)

This presentation is version 3 of the strategic plan for Real Bedford Football Club.

Our goals are:
1. Men's Team - To bring League Football to Bedford and ultimately get us into the Premier League.
2. Women's' Team - To bring Championship to Bedford and ultimately get us into the Women's Super League.

1. REAL BEDFORD
STRATEGIC PLAN (V3)
24/25 SEASON

2. Our mission is to elevate our men's team to the Premier
League and our women's teams to Women’s Super League.
Our strategy is working, with the men's team achieving back-
to-back promotions and the women's team winning
promotion in their first season.

3. Nobody believes we can do this.
We can.

4. THE
VISION
Establish a successful and sustainable football club with both
men's and women's teams advancing through the football
leagues, while promoting grassroots football and providing
substantial economic and well-being benefits to the Bedford
community.

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
PRO LEAGUES
We started here
MEN’S
TEAM GOAL

6. 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

7. WOMEN’S
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

8. 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. PROGRESS

10. 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)

11. 23/24 SEASON
WOMEN’S TEAM
It was another hugely successful
season on and off the pitch:
League Champions League Cup Winners
Record attendances (again)County Cup Winners

12. 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…

13. ATTENDANCES
MEN’S TEAM
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

14. ATTENDANCES
WOMEN’S TEAM
0
100
200
300
400
​​​​​​​​​​​​​​​​​​​​
Men’s - 21/22 SEASON Men’s -22/23 SEASON Women's - 23/24 SEASON
Attendances are ahead of the men's 21/22 season and
approaching their 22/23 season, a valuable benchmark
for planning infrastructure requirements for women's
match days.
We have work to do here to continue to grow their
crowds.

15. 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 women's
games towards the end of the season, and in April,
thousands followed our online live streams.

16. THE BIG
CHALLENGE
Attempting to move up through the leagues quickly
presents several significant challenges for the club:
•Fast growing budgeting to win leagues
•Maintaining sustainability
•Growing infrastructure
•Acting like a big club (streaming games etc…)
•Youth investment
•Full-time staff
•Pitch budget

17. 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.

18. 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%

19. 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. 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

21. 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%

22. Real Bedford will immediately transfer the agreed $4.5m
investment from Winklevoss Capital into its Bitcoin
treasury. These funds 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

23. 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. WHY IT WORKS

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. THIS SEASON

28. 24/25
GOALS
BOTH MEN’S & WOMEN’S
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

29. 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%

30. 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%

31. 24/25
EXPENSES
24/25 SEASON 23/24 SEASON % CHANGE
ANNUALISED £213,909 £163,383 30.9%
PARTNER SERVICES £45,000
PAYROLL (TEAMS) £375,000 £179,960 108.4%
MEN’S TEAM £250,000 £147,773 69.2%
WOMEN’S TEAM £125,000 £32,187 288.4%
PAYROLL £133,500
GENERAL EXPENSES £81,350 £148,259 -45.1%
STOCK & MERCH £85,078
TOTAL EXPENSES £848,758 £576,680 47.2%
REDACTED

32. THIS SEASON

33. 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.

34. 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.

35. 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.

36. 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 women's 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

37. 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 cafe 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.

38. 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.

39. Email: [email protected]
CHAIRMAN
PETER MCCORMACK

40. APPENDIX

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 Women's & 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
•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 the women’s team
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