| QPR Business & strategy Q&A 15:48 - Jan 30 with 2622 views | dmm |
QPR fans are invited to send in their questions for CEO Christian Nourry regarding the business side of the football club. https://www.qpr.co.uk/news/202
Fill your boots |  | | |  |
| QPR Business & strategy Q&A on 15:50 - Jan 30 with 2000 views | TheChef |
All good broski.
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| QPR Business & strategy Q&A on 16:02 - Jan 30 with 1932 views | nick_hammersmith |
Sounds like a "ask me anything" apart from on the pitch questions?
Is Nourry not the DoF as well? |  | | |
| QPR Business & strategy Q&A on 16:14 - Jan 30 with 1867 views | Northernr |
| QPR Business & strategy Q&A on 16:02 - Jan 30 by nick_hammersmith |
Sounds like a "ask me anything" apart from on the pitch questions?
Is Nourry not the DoF as well? |
WelI guess it's the reverse of last season, where we had an entirely off-pitch focused fans forum in person and were then promised an on-pitch forum later in the year, and even got round to submitting questions for it, but it never happened.
Lee Hoos, I know many don't have a lot of time for, but he used to take these questions year round and periodically do a 10-15 minute YouTube video addressing the ones that came up the most. Which was really good, tempered a lot of the criticism because it stopped it building up, and should be something they look at again. |  | | |
| QPR Business & strategy Q&A on 16:18 - Jan 30 with 1838 views | Hunterhoop |
It’s such a strange article.
It doesn’t say why they are inviting questions. To what end? What is the purpose?
And what happens to the question submitted? Will they be answered? When? How?
Will all/any of the questions and answers be made public?
Will the club self select the questions a they wish to answer or commit to answering all questions?
On the face of things, it’s good they are inviting questions, but as ever true intention and effectiveness, depends on how you execute it.
If this just turns into an exercise where they self select a handful of teed up questions (e.g. Safe standing has been such a success, do you plan to roll out any more?”) then it’s nothing more than a self promoting PR exercise.
Hopefully it’s not that… |  | | |
| QPR Business & strategy Q&A on 16:20 - Jan 30 with 1823 views | TheChef |
| QPR Business & strategy Q&A on 16:14 - Jan 30 by Northernr |
WelI guess it's the reverse of last season, where we had an entirely off-pitch focused fans forum in person and were then promised an on-pitch forum later in the year, and even got round to submitting questions for it, but it never happened.
Lee Hoos, I know many don't have a lot of time for, but he used to take these questions year round and periodically do a 10-15 minute YouTube video addressing the ones that came up the most. Which was really good, tempered a lot of the criticism because it stopped it building up, and should be something they look at again. |
I know Hoos is Chairman but what is he actually doing on a day to day basis? Or has he totally taken his hand off the tiller?
Found this:
https://www.qpr.co.uk/club/sta
Further to another recent thread but I find it odd there's not an overall Head of Operations. Things like the pitch, who takes overall responsibility for that? Is it the Stadium Manager?
And what does the Football Secretary do? Is that just all the EFL admin? | |
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| QPR Business & strategy Q&A on 16:26 - Jan 30 with 1775 views | GaryBannister86 |
I've submitted mine:
After the cup debacles of recent years, what is the club's general strategy towards both the League Cup and FA Cup? It was pleasing to see a full strength team out for the West Ham FA Cup game, but the throwing away of our League Cup place by selecting a youth team still leaves a bitter pill, as does all the previous cup games we have failed to pick a strong side. Do we have a strategy for cups going forward? Shouldn't we be trying to get as far as possible in each competition? |  | | |
| QPR Business & strategy Q&A on 16:28 - Jan 30 with 1773 views | Hunterhoop |
| QPR Business & strategy Q&A on 16:20 - Jan 30 by TheChef |
I know Hoos is Chairman but what is he actually doing on a day to day basis? Or has he totally taken his hand off the tiller?
Found this:
https://www.qpr.co.uk/club/sta
Further to another recent thread but I find it odd there's not an overall Head of Operations. Things like the pitch, who takes overall responsibility for that? Is it the Stadium Manager?
And what does the Football Secretary do? Is that just all the EFL admin? |
I think there was a Head of Operations but they sacked him/let him go/be moved on.
I’m sure I heard somewhere he was Nourry’s brother-in-law too. Apologies if that is incorrect. Fair play for exiting your brother-in-law! Less well done for hiring him.
We have traditionally had a Head of Operations, I believe. | | | |
| QPR Business & strategy Q&A on 16:42 - Jan 30 with 1702 views | nick_hammersmith |
| QPR Business & strategy Q&A on 16:14 - Jan 30 by Northernr |
WelI guess it's the reverse of last season, where we had an entirely off-pitch focused fans forum in person and were then promised an on-pitch forum later in the year, and even got round to submitting questions for it, but it never happened.
Lee Hoos, I know many don't have a lot of time for, but he used to take these questions year round and periodically do a 10-15 minute YouTube video addressing the ones that came up the most. Which was really good, tempered a lot of the criticism because it stopped it building up, and should be something they look at again. |
It'll never happen, but personally I'd love to hear from our director of cycling about how available our U8's have been this season, and how he has been motivating our future stars in the club canteen.
I'm just upset I haven't seen my favourite players for a while | | | |
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| QPR Business & strategy Q&A on 16:55 - Jan 30 with 1667 views | E17hoop |
Seeing as our CEO is into cyber, I used a couple of AI tools to do some research and craft some challenging questions:
Financial sustainability
Shareholder loans have repeatedly been converted into equity to keep the club solvent. At what point does that model cease to be viable, and what is the contingency if owners are unwilling or unable to keep writing off debt?
Ownership and governance
QPR has experienced instability and strategic drift across different ownership eras. What formal succession and contingency planning exists if current owners decide to sell, dilute, or materially reduce their funding?
Have you defined clear criteria for “fit” future investors (time horizon, appetite for losses, football approach), and will those criteria be transparently communicated to supporters?
Commercial and matchday
Loftus Road is old, hemmed‑in and capacity‑limited, and previous stadium projects have not materialised. Is there now a genuinely funded stadium or major redevelopment plan with timelines and decision gates, or should supporters assume at least another decade at the current ground with only incremental improvements?
Given QPR’s London location, history and global fan diaspora, why does commercial income remain relatively low, and what is the new commercial strategy in terms of target sectors, geographies, and products?
Academy and long‑term strategy
QPR currently operates as an EPPP Category 2 academy but has now registered an intention to apply for Category 1 status. What additional investment (facilities, staffing, operations) is required to secure Category 1, over what timeframe, and is the funding for that already committed or still contingent on other events (e.g. league status, new investment)?
Strategic direction and CEO accountability
As CEO, what are the 3–5 core metrics you use to measure your own performance each season (e.g. operating loss trajectory, wage‑to‑turnover ratio, commercial growth, academy output, supporter satisfaction), and which of these will you publish so fans can track progress?
What would constitute failure in your role over a three‑year period, and what commitment are you prepared to make if those thresholds are not met? |  |
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| QPR Business & strategy Q&A on 17:10 - Jan 30 with 1622 views | PlanetHonneywood |
Aside of a few, Australians haven't really cut it in the English game, so what's the business (and footballing) rationale for heavily investing in importing boatloads of them and buying a club out there? |  |
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| QPR Business & strategy Q&A on 17:15 - Jan 30 with 1601 views | EastR |
| QPR Business & strategy Q&A on 16:55 - Jan 30 by E17hoop |
Seeing as our CEO is into cyber, I used a couple of AI tools to do some research and craft some challenging questions:
Financial sustainability
Shareholder loans have repeatedly been converted into equity to keep the club solvent. At what point does that model cease to be viable, and what is the contingency if owners are unwilling or unable to keep writing off debt?
Ownership and governance
QPR has experienced instability and strategic drift across different ownership eras. What formal succession and contingency planning exists if current owners decide to sell, dilute, or materially reduce their funding?
Have you defined clear criteria for “fit” future investors (time horizon, appetite for losses, football approach), and will those criteria be transparently communicated to supporters?
Commercial and matchday
Loftus Road is old, hemmed‑in and capacity‑limited, and previous stadium projects have not materialised. Is there now a genuinely funded stadium or major redevelopment plan with timelines and decision gates, or should supporters assume at least another decade at the current ground with only incremental improvements?
Given QPR’s London location, history and global fan diaspora, why does commercial income remain relatively low, and what is the new commercial strategy in terms of target sectors, geographies, and products?
Academy and long‑term strategy
QPR currently operates as an EPPP Category 2 academy but has now registered an intention to apply for Category 1 status. What additional investment (facilities, staffing, operations) is required to secure Category 1, over what timeframe, and is the funding for that already committed or still contingent on other events (e.g. league status, new investment)?
Strategic direction and CEO accountability
As CEO, what are the 3–5 core metrics you use to measure your own performance each season (e.g. operating loss trajectory, wage‑to‑turnover ratio, commercial growth, academy output, supporter satisfaction), and which of these will you publish so fans can track progress?
What would constitute failure in your role over a three‑year period, and what commitment are you prepared to make if those thresholds are not met? |
Great, until the same tools are applied to come up the answers  |  |
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| QPR Business & strategy Q&A on 17:17 - Jan 30 with 1584 views | Hunterhoop |
| QPR Business & strategy Q&A on 16:55 - Jan 30 by E17hoop |
Seeing as our CEO is into cyber, I used a couple of AI tools to do some research and craft some challenging questions:
Financial sustainability
Shareholder loans have repeatedly been converted into equity to keep the club solvent. At what point does that model cease to be viable, and what is the contingency if owners are unwilling or unable to keep writing off debt?
Ownership and governance
QPR has experienced instability and strategic drift across different ownership eras. What formal succession and contingency planning exists if current owners decide to sell, dilute, or materially reduce their funding?
Have you defined clear criteria for “fit” future investors (time horizon, appetite for losses, football approach), and will those criteria be transparently communicated to supporters?
Commercial and matchday
Loftus Road is old, hemmed‑in and capacity‑limited, and previous stadium projects have not materialised. Is there now a genuinely funded stadium or major redevelopment plan with timelines and decision gates, or should supporters assume at least another decade at the current ground with only incremental improvements?
Given QPR’s London location, history and global fan diaspora, why does commercial income remain relatively low, and what is the new commercial strategy in terms of target sectors, geographies, and products?
Academy and long‑term strategy
QPR currently operates as an EPPP Category 2 academy but has now registered an intention to apply for Category 1 status. What additional investment (facilities, staffing, operations) is required to secure Category 1, over what timeframe, and is the funding for that already committed or still contingent on other events (e.g. league status, new investment)?
Strategic direction and CEO accountability
As CEO, what are the 3–5 core metrics you use to measure your own performance each season (e.g. operating loss trajectory, wage‑to‑turnover ratio, commercial growth, academy output, supporter satisfaction), and which of these will you publish so fans can track progress?
What would constitute failure in your role over a three‑year period, and what commitment are you prepared to make if those thresholds are not met? |
The last two questions are excellent. | | | |
| QPR Business & strategy Q&A on 17:26 - Jan 30 with 1551 views | E17hoop |
| QPR Business & strategy Q&A on 17:15 - Jan 30 by EastR |
Great, until the same tools are applied to come up the answers |
The difference between the questions and answers is that the answers are more easily verifiable. LLM tools have a knack of providing anodyne and non specific answers. He'd have to have trained a tool REALLY well to provide contextual responses that sound authentic. | |
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| QPR Business & strategy Q&A on 17:36 - Jan 30 with 1515 views | stevec |
| QPR Business & strategy Q&A on 17:17 - Jan 30 by Hunterhoop |
The last two questions are excellent. |
Have to say, if I was CEO and somebody outside the organisation came at me with those two questions, the simple answer would be ‘do one’.
The ground question though, that really does need an update. |  | | |
| QPR Business & strategy Q&A on 17:45 - Jan 30 with 1469 views | KensalT |
| QPR Business & strategy Q&A on 16:55 - Jan 30 by E17hoop |
Seeing as our CEO is into cyber, I used a couple of AI tools to do some research and craft some challenging questions:
Financial sustainability
Shareholder loans have repeatedly been converted into equity to keep the club solvent. At what point does that model cease to be viable, and what is the contingency if owners are unwilling or unable to keep writing off debt?
Ownership and governance
QPR has experienced instability and strategic drift across different ownership eras. What formal succession and contingency planning exists if current owners decide to sell, dilute, or materially reduce their funding?
Have you defined clear criteria for “fit” future investors (time horizon, appetite for losses, football approach), and will those criteria be transparently communicated to supporters?
Commercial and matchday
Loftus Road is old, hemmed‑in and capacity‑limited, and previous stadium projects have not materialised. Is there now a genuinely funded stadium or major redevelopment plan with timelines and decision gates, or should supporters assume at least another decade at the current ground with only incremental improvements?
Given QPR’s London location, history and global fan diaspora, why does commercial income remain relatively low, and what is the new commercial strategy in terms of target sectors, geographies, and products?
Academy and long‑term strategy
QPR currently operates as an EPPP Category 2 academy but has now registered an intention to apply for Category 1 status. What additional investment (facilities, staffing, operations) is required to secure Category 1, over what timeframe, and is the funding for that already committed or still contingent on other events (e.g. league status, new investment)?
Strategic direction and CEO accountability
As CEO, what are the 3–5 core metrics you use to measure your own performance each season (e.g. operating loss trajectory, wage‑to‑turnover ratio, commercial growth, academy output, supporter satisfaction), and which of these will you publish so fans can track progress?
What would constitute failure in your role over a three‑year period, and what commitment are you prepared to make if those thresholds are not met? |
Great questions but I would be worried about asking the first one on financial sustainability.
The current owners have been saying for years that the long term ambition is for the club to be self sustaining.
Asking them to put a time limit on how long they are willing to keep propping up the club could result in a real squeaky bum moment.
If they're happy, leave them alone! | | | |
| QPR Business & strategy Q&A on 17:48 - Jan 30 with 1446 views | KensalT |
| QPR Business & strategy Q&A on 16:14 - Jan 30 by Northernr |
WelI guess it's the reverse of last season, where we had an entirely off-pitch focused fans forum in person and were then promised an on-pitch forum later in the year, and even got round to submitting questions for it, but it never happened.
Lee Hoos, I know many don't have a lot of time for, but he used to take these questions year round and periodically do a 10-15 minute YouTube video addressing the ones that came up the most. Which was really good, tempered a lot of the criticism because it stopped it building up, and should be something they look at again. |
Hoos may have his faults but he has always come across as a naturally comfortable talker and a good communicator.
Nourry still has a lot to learn in that respect. | | | |
| QPR Business & strategy Q&A on 17:57 - Jan 30 with 1400 views | Northernr |
| QPR Business & strategy Q&A on 17:48 - Jan 30 by KensalT |
Hoos may have his faults but he has always come across as a naturally comfortable talker and a good communicator.
Nourry still has a lot to learn in that respect. |
One of the reasons I got on with Hoos is I always felt he gave me a straight answer to a straight question, either on tape or off it. He said that to me at the start - you may not like the answer I give you but I'll give you an answer. And he stuck pretty true to that throughout that time I dealt with him.
Obviously some of the answers turned out to be bad calls on his part, particularly that Austin and Johansen summer, and I disagree with him on loads of stuff, but I always felt he was very straight with me. | | | |
| QPR Business & strategy Q&A on 18:28 - Jan 30 with 1320 views | davman |
I wonder whether "Has Ronnie mortgaged our future" falls into scope. Or "You do realise that buy low sell high ONLY works if those players can actually play when they are here". Or "what is so special about this one agent that is flogging us bog standard Aussies?" Or "how the hell is your mate Williams in a job". THREE years, worse if anything...
No?
Thought not... |  |
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| QPR Business & strategy Q&A on 18:30 - Jan 30 with 1309 views | Northernr |
| QPR Business & strategy Q&A on 18:28 - Jan 30 by davman |
I wonder whether "Has Ronnie mortgaged our future" falls into scope. Or "You do realise that buy low sell high ONLY works if those players can actually play when they are here". Or "what is so special about this one agent that is flogging us bog standard Aussies?" Or "how the hell is your mate Williams in a job". THREE years, worse if anything...
No?
Thought not... |
Send them, and we'll have a Davman sweepstake on which one gets asked. | | | |
| QPR Business & strategy Q&A on 18:53 - Jan 30 with 1243 views | mart_Goblin |
You are free to ask me anything I choose |  | | |
| QPR Business & strategy Q&A on 19:10 - Jan 30 with 1186 views | E17hoop |
| QPR Business & strategy Q&A on 17:45 - Jan 30 by KensalT |
Great questions but I would be worried about asking the first one on financial sustainability.
The current owners have been saying for years that the long term ambition is for the club to be self sustaining.
Asking them to put a time limit on how long they are willing to keep propping up the club could result in a real squeaky bum moment.
If they're happy, leave them alone! |
Valid points.
I've fed another tool more info and asked it to consolidate and enhance the questions:
Financial model and sustainability
The stated ambition is self-sustainability. What does that actually look like in practice, and which revenue streams are you prioritising to get there?
What's the current wage-to-revenue ratio, and how does that compare to where you want it to be?
How do you balance the need for competitive spending against building a sustainable cost base? Where do you draw the line?
Stadium and infrastructure
"Project Big Ben" and Montminy & Co. were mentioned publicly over a year ago. Can you give supporters a genuine update on where stadium plans stand, even if that update is "we've paused this"?
If a new stadium isn't imminent, what investment is planned to improve the matchday experience at Loftus Road in the meantime?
Ownership and investment
The ownership group has been seeking additional investors. What type of investor are you looking for, and what would they bring beyond capital?
How do the three principal shareholders coordinate on major decisions? Is there a clear governance structure?
Commercial growth
QPR sits in one of the world's most valuable markets but doesn't seem to punch its weight commercially. What's the diagnosis, and what's changing?
Strategic clarity
Can you articulate QPR's three-year vision in a sentence or two, so supporters understand what success looks like beyond "stay in the Championship"?
How do you measure whether the club is on track, and what metrics matter most to you?
Women's team
What's the ambition for QPR Women? Is there a roadmap for professionalisation or increased investment? | |
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| QPR Business & strategy Q&A on 19:55 - Jan 30 with 1084 views | mart_Goblin |
| QPR Business & strategy Q&A on 16:18 - Jan 30 by Hunterhoop |
It’s such a strange article.
It doesn’t say why they are inviting questions. To what end? What is the purpose?
And what happens to the question submitted? Will they be answered? When? How?
Will all/any of the questions and answers be made public?
Will the club self select the questions a they wish to answer or commit to answering all questions?
On the face of things, it’s good they are inviting questions, but as ever true intention and effectiveness, depends on how you execute it.
If this just turns into an exercise where they self select a handful of teed up questions (e.g. Safe standing has been such a success, do you plan to roll out any more?”) then it’s nothing more than a self promoting PR exercise.
Hopefully it’s not that… |
This | | | |
| QPR Business & strategy Q&A on 20:06 - Jan 30 with 1050 views | Hunterhoop |
| QPR Business & strategy Q&A on 19:10 - Jan 30 by E17hoop |
Valid points.
I've fed another tool more info and asked it to consolidate and enhance the questions:
Financial model and sustainability
The stated ambition is self-sustainability. What does that actually look like in practice, and which revenue streams are you prioritising to get there?
What's the current wage-to-revenue ratio, and how does that compare to where you want it to be?
How do you balance the need for competitive spending against building a sustainable cost base? Where do you draw the line?
Stadium and infrastructure
"Project Big Ben" and Montminy & Co. were mentioned publicly over a year ago. Can you give supporters a genuine update on where stadium plans stand, even if that update is "we've paused this"?
If a new stadium isn't imminent, what investment is planned to improve the matchday experience at Loftus Road in the meantime?
Ownership and investment
The ownership group has been seeking additional investors. What type of investor are you looking for, and what would they bring beyond capital?
How do the three principal shareholders coordinate on major decisions? Is there a clear governance structure?
Commercial growth
QPR sits in one of the world's most valuable markets but doesn't seem to punch its weight commercially. What's the diagnosis, and what's changing?
Strategic clarity
Can you articulate QPR's three-year vision in a sentence or two, so supporters understand what success looks like beyond "stay in the Championship"?
How do you measure whether the club is on track, and what metrics matter most to you?
Women's team
What's the ambition for QPR Women? Is there a roadmap for professionalisation or increased investment? |
Very good. | | | |
| QPR Business & strategy Q&A on 20:32 - Jan 30 with 988 views | KensalT |
| QPR Business & strategy Q&A on 19:10 - Jan 30 by E17hoop |
Valid points.
I've fed another tool more info and asked it to consolidate and enhance the questions:
Financial model and sustainability
The stated ambition is self-sustainability. What does that actually look like in practice, and which revenue streams are you prioritising to get there?
What's the current wage-to-revenue ratio, and how does that compare to where you want it to be?
How do you balance the need for competitive spending against building a sustainable cost base? Where do you draw the line?
Stadium and infrastructure
"Project Big Ben" and Montminy & Co. were mentioned publicly over a year ago. Can you give supporters a genuine update on where stadium plans stand, even if that update is "we've paused this"?
If a new stadium isn't imminent, what investment is planned to improve the matchday experience at Loftus Road in the meantime?
Ownership and investment
The ownership group has been seeking additional investors. What type of investor are you looking for, and what would they bring beyond capital?
How do the three principal shareholders coordinate on major decisions? Is there a clear governance structure?
Commercial growth
QPR sits in one of the world's most valuable markets but doesn't seem to punch its weight commercially. What's the diagnosis, and what's changing?
Strategic clarity
Can you articulate QPR's three-year vision in a sentence or two, so supporters understand what success looks like beyond "stay in the Championship"?
How do you measure whether the club is on track, and what metrics matter most to you?
Women's team
What's the ambition for QPR Women? Is there a roadmap for professionalisation or increased investment? |
Nice.
You should email that to Ruben. We might start getting somewhere. | | | |
| QPR Business & strategy Q&A on 20:47 - Jan 30 with 940 views | BrianMcCarthy |
| QPR Business & strategy Q&A on 20:32 - Jan 30 by KensalT |
Nice.
You should email that to Ruben. We might start getting somewhere. |
Well, if I was sending questions into Ruben I'd start with "why did you hire a novice as CEO?" |  |
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