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Compare how he's performing with players of a similar age we have had in the past, and he is head and shoulders above them for consistency. Yes, he was at fault for the goal today, and that'll happen with young players. What matters is how he learns from it, and everything we've seen so far suggests that he is taking things on board.
He's outperforming the Development Squad, hence getting games for the first team. If he can maintain that growth, in 3 or 4 years' time he's going to be brilliant.
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?
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.
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?
Fine revenue goes to central government (consolidated fund), not local councils directly. Indeed, councils are actually spending significant money implementing these schemes with no direct financial return - it costs them about £1,100 per kilometre to add signage, enforcement, etc.
If it were about revenue, they'd stick with 30mph limits and enforce those - much easier to catch people doing 40mph+ with bigger fines. The 20mph limits actually make enforcement harder (as the police told the OP) because the volume is overwhelming the system.
The public health evidence is genuinely driving this, even if the implementation feels heavy-handed.
I don't like blaming referees for players' decisions but you are SO right about Langford - Refereed different players to different standards in the same match.
This - 2 game ban for 10 yellows, plus a one-game ban for a second yellow. He has 11 in total. Another 4, and he hits the next trigger – 15 – and gets another 3-game ban.
If he'd stayed on, we win.
More importantly, how are we going to set up without him now? I assume Dunne at RB and Cook and Ronnie at CB?
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