It's time to take the fight back to HBG

[weststigers]

Lol isn't that what you're saying about my opinions?

What radical changes are you talking about?

You kiss their arse and manage them so you can do what you want. Shaun M, Pascoe, Mayer, Richo etc.. they all knew what they were getting into when they got into these positions. If Shaun M felt HBG was going to keep getting in his way, simply he should not have taken the job. I'll say the same to the next CEO.

They're a hindrance for sure, maybe even a big reason for many of our failure, but not all. No one here is asking for a premiership in 2027. At least what I'm asking for is more funding to the Pathways, better coaches, physios, trainers, Academies etc. There is a lot of in-fighting but is there any evidence showing that they disprove of funding into Pathways? Surely one of the CEOs would have spoken out about how they wanted to spend X amount to hire X coach for the HM team but HBG didn't let them. Correct me if something like that has happened?

Sure, as fans, keep on fighting to remove HBG but the Club's executive team cannot be thinking that. They need to find a way to manage them and do what is best for WT in the long run.

I'm not taking it personally but you've made those comments multiple times with very little info. I'm sure neither of us are losing sleep about what we say on a Fourm.

Radical stuff would include:

1. Media, Communications & Crisis Management (topical given what has transpired this week)
Build an elite communications function responsible for media strategy, crisis management, reputation management, supporter communications and stakeholder engagement, ensuring the club responds professionally and consistently in all situations.

2. Permanent Home at Leichhardt Oval
Establish Leichhardt as the club's spiritual and primary home, creating a strong identity and genuine home-ground advantage.

3. One Club Ethos
Rebrand all junior representative teams as Wests Tigers and implement one playing style, culture and development pathway from juniors to the NRL. Play out of Campbelltown and train out of a centre of excellence located in Western Sydney.

4. Independent Football Review
Conduct a complete review of the past 15-20 years of coaching, recruitment, pathways and football operations to identify recurring systemic failures and opportunities.

5. Annual Football Department Audit
Benchmark every football department against the NRL's best clubs, including recruitment, coaching, analytics, medical, high performance and player welfare.

6. Wests Tigers Rugby League Institute
Provide scholarships to aspiring junior talent, referees and coaches, combining football education, leadership, life skills and professional development to produce better players and people aligned with Wests Tigers philosophy. Players would learn about tactics, attack and defence philosophy, football club operations etc. And become "students of the game".

7. School Academy Network
Partner with schools across Inner West, Western and South Western Sydney, providing club coaches, development programs and direct access to Wests Tigers pathways and facilities. Even more radical is to build a Wests Tigers Sports High School - Australia's first rugby league school to produce elite players.

8. Holiday Football Camps
Run academy camps during every school holiday, focusing on skills, tactics, leadership, fitness and club culture while strengthening relationships with young players.

9. Independent Standards/Disciplinary Committee
Create an independent committee to uphold behavioural and professional standards, ensuring accountability remains consistent regardless of coaching staff. For example, late to training...the standards committee issues the punishments, not the coach.

10. Elite Analytics Department
Become the NRL leader in analytics, using AI and data to improve recruitment, tactics, injury prevention, player development and opposition analysis.

11. Specialist Coaching Program
Employ specialist coaches in areas such as defence, attack, wrestling, kicking and leadership to complement the head coach.

12. Wests Tigers Football Philosophy
Develop a documented club philosophy outlining playing style, values, behavioural expectations and development standards across every grade.

13. National Talent Identification
Build Australia's best scouting network, identifying and tracking elite talent from an early age across key rugby league regions and overseas.

14. Coaching Development Pathway
Develop future coaches internally through mentoring, education and structured career pathways rather than relying solely on external appointments.

15. Supporter Advisory Council
Establish a formal supporter panel to provide structured feedback on fan experience, membership and club direction.

16. Annual Independent Performance Review
Require every football department to undergo an annual external review with measurable KPIs to drive continuous improvement.

17. World-Class Centre of Excellence
Continue investing in facilities that provide elite training, rehabilitation, sports science and education, making the club an attractive destination for players and staff.

18. Leadership Development Program
Develop leadership skills throughout the club rather than only focusing on captains, creating future leaders at every level of the organisation.

19. Long-Term Football Strategy
Adopt a 10-year football plan focused on sustained success, ensuring key decisions are driven by long-term objectives rather than short-term pressure or coaching changes.

20. Player Transition Program
Support players before, during and after their careers through education, career planning and mentoring, making Wests Tigers an employer of choice.

21. Club Knowledge Centre
Create a central repository documenting coaching methods, tactics, historical reviews, training programs and operational processes so knowledge is retained despite staff turnover.

Some of these are long term. Some are short term. Some may have more effect than others and some have to do with staff rather than players. This is an example of the eco system of initiatives required to win.

Changing coaches and players doesn't change much if the conditions for success have not been created.

I'm sure people can nit pick these brief points, but there are some in there that I feel more strongly about than others like the standards/disciplinary committee.

 

[hammertime]

HBG is not the problem since the Richo debacle.

They have stayed out of footy operations and paid the bills. I suspect they will have to write a few more cheques to prop up the footy department coaching and administration we are inept.

I'm sorry man, but we don't need directors staying out of footy operations and taking no responsibility. Their job should be driving the club forward.

We need capable, connected, talented and experienced people that will help us get better, not deadset empty seats. Especially with how little is spent on experienced operators in our administration by them.

 

[tig_prmz]

Radical stuff would include:

1. Media, Communications & Crisis Management (topical given what has transpired this week)
Build an elite communications function responsible for media strategy, crisis management, reputation management, supporter communications and stakeholder engagement, ensuring the club responds professionally and consistently in all situations.

2. Permanent Home at Leichhardt Oval
Establish Leichhardt as the club's spiritual and primary home, creating a strong identity and genuine home-ground advantage.

3. One Club Ethos
Rebrand all junior representative teams as Wests Tigers and implement one playing style, culture and development pathway from juniors to the NRL. Play out of Campbelltown and train out of a centre of excellence located in Western Sydney.

4. Independent Football Review
Conduct a complete review of the past 15-20 years of coaching, recruitment, pathways and football operations to identify recurring systemic failures and opportunities.

5. Annual Football Department Audit
Benchmark every football department against the NRL's best clubs, including recruitment, coaching, analytics, medical, high performance and player welfare.

6. Wests Tigers Rugby League Institute
Provide scholarships to aspiring junior talent, referees and coaches, combining football education, leadership, life skills and professional development to produce better players and people aligned with Wests Tigers philosophy. Players would learn about tactics, attack and defence philosophy, football club operations etc. And become "students of the game".

7. School Academy Network
Partner with schools across Inner West, Western and South Western Sydney, providing club coaches, development programs and direct access to Wests Tigers pathways and facilities. Even more radical is to build a Wests Tigers Sports High School - Australia's first rugby league school to produce elite players.

8. Holiday Football Camps
Run academy camps during every school holiday, focusing on skills, tactics, leadership, fitness and club culture while strengthening relationships with young players.

9. Independent Standards/Disciplinary Committee
Create an independent committee to uphold behavioural and professional standards, ensuring accountability remains consistent regardless of coaching staff. For example, late to training...the standards committee issues the punishments, not the coach.

10. Elite Analytics Department
Become the NRL leader in analytics, using AI and data to improve recruitment, tactics, injury prevention, player development and opposition analysis.

11. Specialist Coaching Program
Employ specialist coaches in areas such as defence, attack, wrestling, kicking and leadership to complement the head coach.

12. Wests Tigers Football Philosophy
Develop a documented club philosophy outlining playing style, values, behavioural expectations and development standards across every grade.

13. National Talent Identification
Build Australia's best scouting network, identifying and tracking elite talent from an early age across key rugby league regions and overseas.

14. Coaching Development Pathway
Develop future coaches internally through mentoring, education and structured career pathways rather than relying solely on external appointments.

15. Supporter Advisory Council
Establish a formal supporter panel to provide structured feedback on fan experience, membership and club direction.

16. Annual Independent Performance Review
Require every football department to undergo an annual external review with measurable KPIs to drive continuous improvement.

17. World-Class Centre of Excellence
Continue investing in facilities that provide elite training, rehabilitation, sports science and education, making the club an attractive destination for players and staff.

18. Leadership Development Program
Develop leadership skills throughout the club rather than only focusing on captains, creating future leaders at every level of the organisation.

19. Long-Term Football Strategy
Adopt a 10-year football plan focused on sustained success, ensuring key decisions are driven by long-term objectives rather than short-term pressure or coaching changes.

20. Player Transition Program
Support players before, during and after their careers through education, career planning and mentoring, making Wests Tigers an employer of choice.

21. Club Knowledge Centre
Create a central repository documenting coaching methods, tactics, historical reviews, training programs and operational processes so knowledge is retained despite staff turnover.

Some of these are long term. Some are short term. Some may have more effect than others and some have to do with staff rather than players. This is an example of the eco system of initiatives required to win.

Changing coaches and players doesn't change much if the conditions for success have not been created.

I'm sure people can nit pick these brief points, but there are some in there that I feel more strongly about than others like the standards/disciplinary committee.

Otherwise than points 2 and 3, I don't think anything is radical at all and we are both on the same page with that.

However, in order to get to that, we need money. I think you and others think that HBG is the hindrance whereas I think lack of fund availability is the main problem.

Getting rid of HBG won't fix the funding issue.

A lot of what you have said can be achieved by Shaun M.

You may think it's naivety or ignorance, which you're entitled to.

Lastly, putting all home games at Leichardt will remove the money we receive from Commbank and reduce the corporate box advantage that Richo fought hard for. Again, not something I feel strongly about.

 

[tig_prmz]

I'm sorry man, but we don't need directors staying out of footy operations and taking no responsibility. Their job should be driving the club forward.

We need capable, connected, talented and experienced people that will help us get better, not deadset empty seats. Especially with how little is spent on experienced operators in our administration by them.

I agree re connections and experience in businesses but I don't think they need that much football knowledge.

Head of Football, Pathways director, CEO etc should be handling that.

I think most Boards have an ex player or two but most of the other ones are just successful business owners.

I disagree that they should be the one driving culture. Again, job of executive team, coaches, senior players etc.

 

[weststigers]

Otherwise than points 2 and 3, I don't think anything is radical at all and we are both on the same page with that.

However, in order to get to that, we need money. I think you and others think that HBG is the hindrance whereas I think lack of fund availability is the main problem.

Getting rid of HBG won't fix the funding issue.

A lot of what you have said can be achieved by Shaun M.

You may think it's naivety or ignorance, which you're entitled to.

Lastly, putting all home games at Leichardt will remove the money we receive from Commbank and reduce the corporate box advantage that Richo fought hard for. Again, not something I feel strongly about.

Yeah bit this is where I think you're naive. If it just takes Shaun to spin the virtues of the above points to get funding, why hasn't it been done before?

I don't think it's as simple as asking for money.

Part of this is also evolving a Wests Tigers ethos. Do you think they will not want to make it a Magpies ethos? They are going to want to meddle in all parts of the above points to ensure as they always say the "Magpies are respected".

They don't care about Wests Tigers mate. They only care about the Magpies. If they could change the name tomorrow, they would. You need to accept that.

 

[tig_prmz]

Yeah bit this is where I think you're naive. If it just takes Shaun to spin the virtues of the above points to get funding, why hasn't it been done before?

I don't think it's as simple as asking for money.

Part of this is also evolving a Wests Tigers ethos. Do you think they will not want to make it a Magpies ethos? They are going to want to meddle in all parts of the above points to ensure as they always say the "Magpies are respected".

They don't care about Wests Tigers mate. They only care about the Magpies. If they could change the name tomorrow, they would. You need to accept that.

Not asking for money.

Richo, Pascoe and Lee have gotten us to the point where we are now financially independent. Our profits surpass whatever HBG gives us for the first time. It hasn't been done before because we haven't had money.

HBG can continue their current funding and we can build from that.

You can only assume what their true motivations are.

However, in terms of branding, at JF and all women's comps it's WT. At HM, they have Balmain and Wests probably because Campbo kids are less likely to travel to Concord and vice versa.

At Andrew Johns and Laurie Daley cup they are named WT even though they're called McArthur WT.

Magpies only really exist at NSW cup level, and the rest are probably due to logistics.

Ideally, yes I agree it should all be under one umbrella but that isnt a big hindrance.

All other points you said can be done without HBGs involvement

 

[weststigers]

Not asking for money.

Richo, Pascoe and Lee have gotten us to the point where we are now financially independent. Our profits surpass whatever HBG gives us for the first time. It hasn't been done before because we haven't had money.

HBG can continue their current funding and we can build from that.

You can only assume what their true motivations are.

However, in terms of branding, at JF and all women's comps it's WT. At HM, they have Balmain and Wests probably because Campbo kids are less likely to travel to Concord and vice versa.

At Andrew Johns and Laurie Daley cup they are named WT even though they're called McArthur WT.

Magpies only really exist at NSW cup level, and the rest are probably due to logistics.

Ideally, yes I agree it should all be under one umbrella but that isnt a big hindrance.

All other points you said can be done without HBGs involvement

No they can't. Please understand. Shaun has no power.

He can only suggest things to be voted on by the board.

It is a puppet regime.

 

[Jolls]

1. Does anyone know how many members there are at Wests Ashfield?
2. How much say do members have in the WA board selection?
3. If every Wests Tigers supporter could be convinced to join WA would there be sufficient numbers to influence a board vote?

1. According to HBG the numbers are:

• Social Members: 27,826
• Perpetual Members: 382
• General Members: 188
• Life Members: 4

2. Bugger all until you have been a member for three years and then you can apply to become a general member (who can vote). A general member can only vote for two of the seven postions on the board as the other five are debenture holders who are voted for from within the 20 debenture holders.
3. No, unless we were successful in getting a majority within the debenture holders. To become a debentue holder you have to wait until someone resigns or passes and then put in your nomination which is voted for by the other debenture holders. In essence keeping it a closed shop for those with their snout in the trough.

 

[Alex Seyfarth's #1 Fan]

How these HBG shills can defend ownership when we've had

2022 - Spoon
2023 - Spoon
2024 - Spoon
2025 - 13th
2026 - 2nd last probably

Seriously get f×××××d

2027 - Spoon