Wests Tigers Deep Dive of the Week

[Rock Hopper Steve]

@Needaname, @Rock Hopper Steve you asked for it, you got it. This weeks Deep dive is on TPA's. Doing the research was quite interesting - I didn't realise how much players like Ponga and Cleary make outside of the game. The salary cap and TPAs are pretty much enforcing inequality and the only way to work your way out of it is slowly but surely. This is what I found from the Deep Dive and my conclusions. Would love to hear others thoughts.

Deep Dive 7. Third Party Agreements in the NRL. Do they promote Parity or Inequality?

The NRL has a strict but nuanced policy regarding Third Party Agreements (TPAs), designed to ensure salary cap integrity while allowing elite players to earn additional income from endorsements and personal sponsorships. Here's a deep dive into the rules, rationale, and real-world applications — including breaches.
What Are Third Party Agreements (TPAs)?
TPAs are commercial arrangements between players and companies or individuals that are not directly connected to the player's NRL club. These payments are not counted under the salary cap, provided they meet specific criteria.
NRL's Official Policy on TPAs
For a TPA to be excluded from the salary cap, it must:

1. Be genuinely independentof the club.
   • The third party cannot be a club sponsor, owner, director, or staff member.
   • The club cannot negotiate, facilitate, or influence the deal.
2. Be a bona fide commercial arrangement.
   • The player must provide services or value to the third party (e.g. appearances, endorsements).
3. Be registered with and approved by the NRL.
   • Clubs must disclose known TPAs.
   • Players must declare them and submit contracts for review.
4. Not be used to induce or retain a player at a club.

Aims of TPA Regulation

• Level playing field: Prevent rich clubs from stockpiling talent through off-cap deals.
• Transparency: Ensures fairness and trust among clubs and fans.
• Player development: Prevents over-reliance on external money for retention.

Challenges

• Star players and high performing teams attract more TPAs: Clubs in Sydney or major markets have access to more sponsors. The better preforming clubs attract more TPA’s which enable players to go to clubs on “unders” while also seeking premiership glory. This undermines the level playing field aim that the salary cap and TPA regulations set out to achieve.
• Player managers blur lines: TPAs appear independent but are club-driven in practice. Where proven these breaches are punished. However, there is a significant imposition to enforcement as the NRL relies on voluntary disclosure and whistleblowers to commence an investigation.

Types of Player Payments and their Effect on the Salary Cap

Type	Description	Cap Impact
Club Contract	Salary, match payments, bonuses from the club.	Inside Cap
Club-Sourced TPA	Commercial deal brokered or facilitated by the club.	Inside Cap
Independent TPA	Sponsorship deal made by the player without club involvement.	Outside Cap

Real World Examples of Legitimate TPAs
1. Johnathan Thurston – Toyota

• Thurston had a personal endorsement deal with Toyota, independent of the Cowboys.
• Toyota was not a major club sponsor at the time.
• He featured in commercials and made appearances.
• Approved by the NRL as a legitimate independent TPA.

2. Cameron Smith – Multiple Endorsements

• Smith had multiple endorsements e.g. Powerade and Gillette).
• These deals were personal brand-driven, negotiated through his management.
• Counted as independent.

3. Nathan Cleary – Multiple Endorsements. Cleary has multiple endorsements and reportedly earns more from his TPAs than his NRL salary. A breakdown of his known TPAs follows:

• Under Armour – $96 Million Brand Ambassador Deal. In August 2024, Cleary signed a landmark $96 million contract with global sportswear giant Under Armour, positioning him as their latest brand ambassador.
• EA Sports – Multimillion-Dollar Video Game Endorsement. In March 2025, Cleary secured a multimillion-dollar endorsement deal with EA Sports, becoming the face of the upcoming NRL 2026 video game.
• $66 Million Endorsement Deal with $10 Million Donation. In May 2025, Cleary finalised a $66 million endorsement contract with a prominent global brand. While specific details about the brand remain undisclosed, the deal is structured to span multiple years, encompassing various promotional activities and brand ambassador roles. This is one of the most significant TPAs in Australian rugby league history. Cleary has pledged $10 million of this sum to support a youth development initiative aimed at nurturing underprivileged athletes in Western Sydney.
• Adidas – NSW State of Origin Sponsorship Alignment. Cleary is associated with Adidas, which became the official apparel and footwear partner for the New South Wales State of Origin teams in late 2024. This partnership aligns with his role in the team and his personal brand.
• Drink West Brewery – Co-Ownership. Beyond endorsements, Cleary is a co-owner of Drink West Brewery, alongside UFC fighters Tai Tuivasa and Tyson Pedro.

Notable Breaches of the NRL’s TPA Policy
1. Melbourne Storm (2010) – Dual Contracts & Secret TPAs

• Created two sets of books to hide over $3 million in payments.
• Paid players via undisclosed TPAs and side letters.
• Gross breach of cap and TPA rules.
• Result: Stripped of 2007 & 2009 premierships, fined $1.6 million, no points for season.

2. Parramatta Eels (2016) – Systemic TPA rorting

• Club officials arranged under-the-table TPA deals to retain players.
• They disguised club involvement and used connected parties to fund players.
• Violated transparency, independence, and inducement rules.
• Result: $1 million fine, 12-point deduction, and officials were deregistered.

3. Manly Sea Eagles (2018) – Improper Disclosures

• Investigated for undisclosed TPAs arranged by club figures.
• 13 breaches found involving $1.5 million over five years.
• Result: $750k fine, officials suspended.

4. Cronulla Sharks (2019) – Improper TPA Structures

• A former Cronulla director allegedly established a company to provide third-party agreements for players, which breached NRL rules due to its direct connection to the club.
• Outcome: $750k fine, with $500,000 suspended due to self-reporting.

⚠️ Common Red Flags and Breach Risks

Red Flag	Reason
TPA sponsor is also a club sponsor	Creates conflict of interest
No service provided by the player	Looks like disguised salary
Negotiation done via club management	Club involvement taints independence
Undeclared agreements	Breach of disclosure requirements

Summary
Despite the NRL’s intention to maintain a level playing field through its TPA regulations, the system disproportionately disadvantages struggling or lower-profile clubs. While TPAs are meant to operate independently of clubs and reward players for their marketability, the reality is that elite players at high-performing or high-visibility teams—like Nathan Cleary at the Penrith Panthers—are far more likely to attract lucrative deals.
This creates a cycle where successful clubs with star players attract more TPAs, allowing them to sign top talent for less and remain “under the cap”. As players can supplement their income through endorsements underperforming clubs struggle to secure or retain marquee players because they lack the commercial ecosystem to support comparable TPAs.
As a result, the very mechanism designed to preserve parity is entrenching inequality: rewarding success and marketability while concurrently punishing clubs with fewer resources or less on-field success.

Jolls question about the moneys paid inside the cap is there a limit ?, thought I read somewhere it was max 20% over their per season deal and not counted in the cap.

 

[Jolls]

Jolls question about the moneys paid inside the cap is there a limit ?, thought I read somewhere it was max 20% over their per season deal and not counted in the cap.

I think you are mixing up TPAs and club sponspred agreements which are different. With the club sponsorship there is a cap on the amount of $ that players can leverage from the sponsor before it is considered part of the cap. I couldn't find a lot of detail but I did find figures for 2011.

In 2011 up to 25 players were allowed to earn up to a maximum of $300,000 from sponsorship leveraging, with the total payments under these agreements not exceeding $300,000 per club.

As far as TPAs not involving sponsors the $ are unlimted - as you can see from Cleary's deals.

​

 

[Rock Hopper Steve]

I think you are mixing up TPAs and club sponspred agreements which are different. With the club sponsorship there is a cap on the amount of $ that players can leverage from the sponsor before it is considered part of the cap. I couldn't find a lot of detail but I did find figures for 2011.

In 2011 up to 25 players were allowed to earn up to a maximum of $300,000 from sponsorship leveraging, with the total payments under these agreements not exceeding $300,000 per club.

As far as TPAs not involving sponsors the $ are unlimted - as you can see from Cleary's deals.

​

Sponser meaning an individual not company.

 

[Jolls]

Sponser meaning an individual not company.

Sponsor meaning a sponsor of the club - not an external agancy. So in our case Pepper Money for example. IF it is outside of the club's sponsorship deal it is a TPA and as long as the club didn't reach out to arrange it then it is not included in the cap.

 

[Jolls]

Unfortunately, work has kept me away from the deep dives for a couple of weeks. I thought this week, after losing yet another player mid-season, that I would focus on trying to figure out why. I have been concerned about the approach, but as it is clearly deliberate and calculate, I wanted to understand how it fits into rebuilding our club (not just the FG team). This is what I came up with.

Deep Dive 9. Rebuilding the Wests Tigers’ Winning Culture: Establishing a Strong and Consistent Identity

Context: Where We Are Now. The best estimation is that Wests Tigers are in year two of a multi-year rebuild, aiming to transform the club from a poorly managed retirement home for players past their peak and perennial wooden spoon contenders into a top-four NRL club. The past three wooden spoons have highlighted:

• A lack of clear club identity
• Weak culture and standards
• Poor recruitment and retention decisions
• Insufficient pathways integration

2024-25 is a pivotal point in laying the cultural and structural foundations needed for future success.

The Role of Mid-Season Player Releases. Recent mid-season releases have frustrated us as fans, but they clearly form a deliberate part of the culture reset strategy, by:

• Clearing cap space and roster spots – freeing salary to preload key contracts in key in 2025 to provide cap space for 26 and beyond
• Removing players not in long-term plans – focusing only on those committed to the club’s standards
• Signalling a higher accountability environment – showing that performance and buy-in matter regardless of depth concerns

While these decisions have weaken our immediate competitiveness, they are a statement about prioritising the future over the short-term and a ruthless approach to players who do not want to be part of the transformation.

Key Pillars to Rebuilding a Winning Culture

Strong Leadership and Standards. Benji and Richo appear to be trying to embed non-negotiable standards around training intensity, professionalism, and accountability with leaders within the playing group empowered to uphold standards.​

​

Clear Club Identity. Successful clubs have a distinct “style of footy” and cultural DNA. For the Tigers, this is definitely a work in progress. It appears to be focussed on developing an aggressive middle-third domination with a fast ruck to enable creative, eyes-up attacking footy, echoing past flair but underpinned by strong defensive systems. Everyone from juniors to first grade must understand what a Tigers player looks like and plays like. This is clearly underdeveloped at this stage.​

​

Youth Development and Pathways Integration. Promoting and developing juniors like Galvin, Laulilii, TDS and Mason is central to creating long-term sustainability. The goal is to build a core group of local juniors who form the backbone of the club for a decade. The club has been ruthless with those juniors who have shown that they do not see themselves as part of the long-term solution.​

​

Targeted Recruitment to Complement Juniors. Rather than signing volume depth, the club appears to be focussed on signing two or three genuine elite players to lift standards and performance. The days signing players past their use by dates appears to be over. Mid-season releases help create the financial room for this, but execution is critical and engagement with the fan base has been poorly executed.​

​

Stability in Coaching and Management. Frequent coaching and front-office changes have meant that the club has been unstable since its inception. While the appointment of Benji was a poor decision by the previous management stability is key to a successful rebuild. While retaining Benji Marshall will limit our immediate success retaining him for the medium term is key to the rebuild. Surrounding him with experienced assistants and appointing a strong GM of Football as a mentor is vital for his development and the club’s continuity.​

​

Fan and Member Engagement. A winning culture is underpinned by a strong connection with fans and community. This has been poorly executed to date and requires transparent communication about the rebuild roadmap to maintain faith during this difficult period.​

The Likely Roadmap to Top Four. While the fanbase has been kept in the dark about the route we are taking to achieve the club’s strategic goal there is evidence to suggest that there is a phased pathway. A realistic phased approach to success is outlined below (of course we would all like to see more immediate success):

Year 2 (Current)​

• Continue cultural clean-out (as seen with mid-season releases)
• Continue to develop and expose juniors to first grade
• Demonstrate progress – moving up from the wooden spoon - targeting a 10th-12th place finish
• Identify which young players are part of the core moving forward
• Recruit strategically for 2026

Year 3 (2026)​

• Appoint a GM of football
• Sign at least two NRL players with development ceilings to strengthen our pack and leadership
• Continue the development of Benji Marshall the coach
• Embed defensive systems and discipline into the squad
• Move out of the bottom middle and into the bottom of the eight

Year 4 (2027)​

• Consolidate top eight position with a more mature junior core and settled game model
• Develop consistency in performance week to week
• Further strategic recruitment to fill remaining gaps

Year 5 (2028)​

• With an experienced coach, a stable roster, strong junior integration, and a clear identity, push for top four and premiership contention

Risks and Challenges

• Failure to recruit elite players to complement juniors
• Inadequate patience from fans and the board, leading to leadership instability
• Overexposing young players before they’re physically and mentally ready
• Cultural lapses if standards aren’t enforced daily

Final Thoughts

Rebuilding a winning culture is not just about signing big names or releasing underperformers. It requires:

• Clear standards and identity
• Strong leadership and stability
• Strategic investment in youth and elite talent
• Patience and consistent decision-making

The mid-season releases are a step in this reset. Whether it translates into a top-four side will depend on how effectively we build around a junior core that is committed to the long-term success of the club, our ability to recruit genuine match-winners, and maintaining growth and standards over the next three seasons.

What’s your view? Are these tough decisions necessary for a genuine rebuild, or do you worry that we’re sacrificing too much in the short term to build something that may not eventuate?

 

[innsaneink]

Great stuff jolls...looks good on paper.
Patience and consistent decision making is very difficult it seems for us in this dayn and age when as a development club we deal with young blokes who seemingly dont have the patience and want it all now...that coupled with the new teams coming in 27 & 28 is also a concern.
At my age im happy and have learned to be patient and see the rewards of a long term goal. It appears to still be the case with some teams but our exit door is so much more busier than our entry

 

[Jolls]

Great stuff jolls...looks good on paper.
Patience and consistent decision making is very difficult it seems for us in this dayn and age when as a development club we deal with young blokes who seemingly dont have the patience and want it all now...that coupled with the new teams coming in 27 & 28 is also a concern.
At my age im happy and have learned to be patient and see the rewards of a long term goal. It appears to still be the case with some teams but our exit door is so much more busier than our entry

I can only speculate that we are being very specific with the type of players we will purchase going forward. Same with the mid season releases - I was quite cranky when I heard that we rolled over on TDS after such a horrif coachign and team display on Friday. Benji and Richo appear to be the opposite of what we are used to - instead of lurching, in the media, from one scandal to the next they look to be playing the long game. This is causing displeasure int he fan base - but if that is the pain we need to endure to get out of this rut it will be worth it in the long run.

Like everyone though I want to have a successful club now as well. There are many with less patience though that are calling for heads to roll. If we do so - another rebuild commences - when does it stop?

 

[Halbrowne61]

Unfortunately, work has kept me away from the deep dives for a couple of weeks. I thought this week, after losing yet another player mid-season, that I would focus on trying to figure out why. I have been concerned about the approach, but as it is clearly deliberate and calculate, I wanted to understand how it fits into rebuilding our club (not just the FG team). This is what I came up with.

Deep Dive 9. Rebuilding the Wests Tigers’ Winning Culture: Establishing a Strong and Consistent Identity

Context: Where We Are Now. The best estimation is that Wests Tigers are in year two of a multi-year rebuild, aiming to transform the club from a poorly managed retirement home for players past their peak and perennial wooden spoon contenders into a top-four NRL club. The past three wooden spoons have highlighted:

• A lack of clear club identity
• Weak culture and standards
• Poor recruitment and retention decisions
• Insufficient pathways integration

2024-25 is a pivotal point in laying the cultural and structural foundations needed for future success.

The Role of Mid-Season Player Releases. Recent mid-season releases have frustrated us as fans, but they clearly form a deliberate part of the culture reset strategy, by:

• Clearing cap space and roster spots – freeing salary to preload key contracts in key in 2025 to provide cap space for 26 and beyond
• Removing players not in long-term plans – focusing only on those committed to the club’s standards
• Signalling a higher accountability environment – showing that performance and buy-in matter regardless of depth concerns

While these decisions have weaken our immediate competitiveness, they are a statement about prioritising the future over the short-term and a ruthless approach to players who do not want to be part of the transformation.

Key Pillars to Rebuilding a Winning Culture

Strong Leadership and Standards. Benji and Richo appear to be trying to embed non-negotiable standards around training intensity, professionalism, and accountability with leaders within the playing group empowered to uphold standards.​

​

Clear Club Identity. Successful clubs have a distinct “style of footy” and cultural DNA. For the Tigers, this is definitely a work in progress. It appears to be focussed on developing an aggressive middle-third domination with a fast ruck to enable creative, eyes-up attacking footy, echoing past flair but underpinned by strong defensive systems. Everyone from juniors to first grade must understand what a Tigers player looks like and plays like. This is clearly underdeveloped at this stage.​

​

Youth Development and Pathways Integration. Promoting and developing juniors like Galvin, Laulilii, TDS and Mason is central to creating long-term sustainability. The goal is to build a core group of local juniors who form the backbone of the club for a decade. The club has been ruthless with those juniors who have shown that they do not see themselves as part of the long-term solution.​

​

Targeted Recruitment to Complement Juniors. Rather than signing volume depth, the club appears to be focussed on signing two or three genuine elite players to lift standards and performance. The days signing players past their use by dates appears to be over. Mid-season releases help create the financial room for this, but execution is critical and engagement with the fan base has been poorly executed.​

​

Stability in Coaching and Management. Frequent coaching and front-office changes have meant that the club has been unstable since its inception. While the appointment of Benji was a poor decision by the previous management stability is key to a successful rebuild. While retaining Benji Marshall will limit our immediate success retaining him for the medium term is key to the rebuild. Surrounding him with experienced assistants and appointing a strong GM of Football as a mentor is vital for his development and the club’s continuity.​

​

Fan and Member Engagement. A winning culture is underpinned by a strong connection with fans and community. This has been poorly executed to date and requires transparent communication about the rebuild roadmap to maintain faith during this difficult period.​

The Likely Roadmap to Top Four. While the fanbase has been kept in the dark about the route we are taking to achieve the club’s strategic goal there is evidence to suggest that there is a phased pathway. A realistic phased approach to success is outlined below (of course we would all like to see more immediate success):

Year 2 (Current)​

• Continue cultural clean-out (as seen with mid-season releases)
• Continue to develop and expose juniors to first grade
• Demonstrate progress – moving up from the wooden spoon - targeting a 10th-12th place finish
• Identify which young players are part of the core moving forward
• Recruit strategically for 2026

Year 3 (2026)​

• Appoint a GM of football
• Sign at least two NRL players with development ceilings to strengthen our pack and leadership
• Continue the development of Benji Marshall the coach
• Embed defensive systems and discipline into the squad
• Move out of the bottom middle and into the bottom of the eight

Year 4 (2027)​

• Consolidate top eight position with a more mature junior core and settled game model
• Develop consistency in performance week to week
• Further strategic recruitment to fill remaining gaps

Year 5 (2028)​

• With an experienced coach, a stable roster, strong junior integration, and a clear identity, push for top four and premiership contention

Risks and Challenges

• Failure to recruit elite players to complement juniors
• Inadequate patience from fans and the board, leading to leadership instability
• Overexposing young players before they’re physically and mentally ready
• Cultural lapses if standards aren’t enforced daily

Final Thoughts

Rebuilding a winning culture is not just about signing big names or releasing underperformers. It requires:

• Clear standards and identity
• Strong leadership and stability
• Strategic investment in youth and elite talent
• Patience and consistent decision-making

The mid-season releases are a step in this reset. Whether it translates into a top-four side will depend on how effectively we build around a junior core that is committed to the long-term success of the club, our ability to recruit genuine match-winners, and maintaining growth and standards over the next three seasons.

What’s your view? Are these tough decisions necessary for a genuine rebuild, or do you worry that we’re sacrificing too much in the short term to build something that may not eventuate?

Good summary J. Well thought out and presented.

 

[Tom Shines]

It’s a reasonable plan …. Not overly optimistic…but already they are behind

 

[Jolls]

It’s a reasonable plan …. Not overly optimistic…but already they are behind ie

I'm not saying it is the plan - it is my best guess at that the plan is based on what we are seeing happen this season. Without any engagement from Rcho all we can do is try to figure out why they are doing what their doing. Richo is a planner - so ti isn't just happening off the cuff.

 

[Vicious]

I'm not saying it is the plan - it is my best guess at that the plan is based on what we are seeing happen this season. Without any engagement from Rcho all we can do is try to figure out why they are doing what their doing. Richo is a planner - so ti isn't just happening off the cuff.

It seems Richo has gone into hiding.
He’s like a used car salesman, told us everything we wanted to hear, sucked us all in, now it’s in the too hard basket and he doesn’t give a you know what.

 

[Jolls]

It seems Richo has gone into hiding.
He’s like a used car salesman, told us everything we wanted to hear, sucked us all in, now it’s in the too hard basket and he doesn’t give a you know what.

That is the the point of failure for mine - poor communication. If we knew what the road looked like we wouldn't be surprised. Richo simply says that there is a plan, he and Benji are executing it and there will be some bumps in the road. No shit Sherlock, but how about taking the fans, who pay the money, along for the ride as opposed to treating us like fools.

 

[Vicious]

That is the the point of failure for mine - poor communication. If we knew what the road looked like we wouldn't be surprised. Richo simply says that there is a plan, he and Benji are executing it and there will be some bumps in the road. No shit Sherlock, but how about taking the fans, who pay the money, along for the ride as opposed to treating us like fools.

Perfectly said Jolls.

 

[Bellend]

Jolls well laid the only thing missing are
1. coaching development
2 skills and development
3. expand recruitment department
4. weekly radio promo done through c91.3 let south west know what is happening

 

[BlackWhiteGold]

I can only speculate that we are being very specific with the type of players we will purchase going forward. Same with the mid season releases - I was quite cranky when I heard that we rolled over on TDS after such a horrif coachign and team display on Friday. Benji and Richo appear to be the opposite of what we are used to - instead of lurching, in the media, from one scandal to the next they look to be playing the long game. This is causing displeasure int he fan base - but if that is the pain we need to endure to get out of this rut it will be worth it in the long run.

Like everyone though I want to have a successful club now as well. There are many with less patience though that are calling for heads to roll. If we do so - another rebuild commences - when does it stop?

Different circumstances but there are similarities to the Bulldogs cull of a 2022-24. They wanted players who fit its culture and look how quickly they improved.

Article: https://www.foxsports.com.au/nrl/nr...t/news-story/e89bb281458220e5c9cbcf5f0cf6d038

 

[Vicious]

Different circumstances but there are similarities to the Bulldogs cull of a 2022-24. They wanted players who fit its culture and look how quickly they improved.

Article: https://www.foxsports.com.au/nrl/nr...t/news-story/e89bb281458220e5c9cbcf5f0cf6d038

We would have to assume that our club is now in the process of trying follow a very similar approach to what the Bulldogs did a few years back and as per the Fox Sports article you have attached.
The Bulldogs went from near last to serious finals contenders within one season due to plenty of new recruits including a few high quality players.
At the moment we have signed one new player for next season and the quality players available are diminishing by the week, so if we are hoping to follow the Bulldogs lead, we would need to be moving fast.

 

[Flippedy]

Unfortunately, work has kept me away from the deep dives for a couple of weeks. I thought this week, after losing yet another player mid-season, that I would focus on trying to figure out why. I have been concerned about the approach, but as it is clearly deliberate and calculate, I wanted to understand how it fits into rebuilding our club (not just the FG team). This is what I came up with.

Deep Dive 9. Rebuilding the Wests Tigers’ Winning Culture: Establishing a Strong and Consistent Identity

Context: Where We Are Now. The best estimation is that Wests Tigers are in year two of a multi-year rebuild, aiming to transform the club from a poorly managed retirement home for players past their peak and perennial wooden spoon contenders into a top-four NRL club. The past three wooden spoons have highlighted:

• A lack of clear club identity
• Weak culture and standards
• Poor recruitment and retention decisions
• Insufficient pathways integration

2024-25 is a pivotal point in laying the cultural and structural foundations needed for future success.

The Role of Mid-Season Player Releases. Recent mid-season releases have frustrated us as fans, but they clearly form a deliberate part of the culture reset strategy, by:

• Clearing cap space and roster spots – freeing salary to preload key contracts in key in 2025 to provide cap space for 26 and beyond
• Removing players not in long-term plans – focusing only on those committed to the club’s standards
• Signalling a higher accountability environment – showing that performance and buy-in matter regardless of depth concerns

While these decisions have weaken our immediate competitiveness, they are a statement about prioritising the future over the short-term and a ruthless approach to players who do not want to be part of the transformation.

Key Pillars to Rebuilding a Winning Culture

Strong Leadership and Standards. Benji and Richo appear to be trying to embed non-negotiable standards around training intensity, professionalism, and accountability with leaders within the playing group empowered to uphold standards.​

​

Clear Club Identity. Successful clubs have a distinct “style of footy” and cultural DNA. For the Tigers, this is definitely a work in progress. It appears to be focussed on developing an aggressive middle-third domination with a fast ruck to enable creative, eyes-up attacking footy, echoing past flair but underpinned by strong defensive systems. Everyone from juniors to first grade must understand what a Tigers player looks like and plays like. This is clearly underdeveloped at this stage.​

​

Youth Development and Pathways Integration. Promoting and developing juniors like Galvin, Laulilii, TDS and Mason is central to creating long-term sustainability. The goal is to build a core group of local juniors who form the backbone of the club for a decade. The club has been ruthless with those juniors who have shown that they do not see themselves as part of the long-term solution.​

​

Targeted Recruitment to Complement Juniors. Rather than signing volume depth, the club appears to be focussed on signing two or three genuine elite players to lift standards and performance. The days signing players past their use by dates appears to be over. Mid-season releases help create the financial room for this, but execution is critical and engagement with the fan base has been poorly executed.​

​

Stability in Coaching and Management. Frequent coaching and front-office changes have meant that the club has been unstable since its inception. While the appointment of Benji was a poor decision by the previous management stability is key to a successful rebuild. While retaining Benji Marshall will limit our immediate success retaining him for the medium term is key to the rebuild. Surrounding him with experienced assistants and appointing a strong GM of Football as a mentor is vital for his development and the club’s continuity.​

​

Fan and Member Engagement. A winning culture is underpinned by a strong connection with fans and community. This has been poorly executed to date and requires transparent communication about the rebuild roadmap to maintain faith during this difficult period.​

The Likely Roadmap to Top Four. While the fanbase has been kept in the dark about the route we are taking to achieve the club’s strategic goal there is evidence to suggest that there is a phased pathway. A realistic phased approach to success is outlined below (of course we would all like to see more immediate success):

Year 2 (Current)​

• Continue cultural clean-out (as seen with mid-season releases)
• Continue to develop and expose juniors to first grade
• Demonstrate progress – moving up from the wooden spoon - targeting a 10th-12th place finish
• Identify which young players are part of the core moving forward
• Recruit strategically for 2026

Year 3 (2026)​

• Appoint a GM of football
• Sign at least two NRL players with development ceilings to strengthen our pack and leadership
• Continue the development of Benji Marshall the coach
• Embed defensive systems and discipline into the squad
• Move out of the bottom middle and into the bottom of the eight

Year 4 (2027)​

• Consolidate top eight position with a more mature junior core and settled game model
• Develop consistency in performance week to week
• Further strategic recruitment to fill remaining gaps

Year 5 (2028)​

• With an experienced coach, a stable roster, strong junior integration, and a clear identity, push for top four and premiership contention

Risks and Challenges

• Failure to recruit elite players to complement juniors
• Inadequate patience from fans and the board, leading to leadership instability
• Overexposing young players before they’re physically and mentally ready
• Cultural lapses if standards aren’t enforced daily

Final Thoughts

Rebuilding a winning culture is not just about signing big names or releasing underperformers. It requires:

• Clear standards and identity
• Strong leadership and stability
• Strategic investment in youth and elite talent
• Patience and consistent decision-making

The mid-season releases are a step in this reset. Whether it translates into a top-four side will depend on how effectively we build around a junior core that is committed to the long-term success of the club, our ability to recruit genuine match-winners, and maintaining growth and standards over the next three seasons.

What’s your view? Are these tough decisions necessary for a genuine rebuild, or do you worry that we’re sacrificing too much in the short term to build something that may not eventuate?

Making sense of the inexplicable there Jolls. I just wish that our rebuilds wouldn’t take so damn long, some other teams seem to do this in half the time! Hence, my view at present, is the last part of your sentence above - concern about sacrificing too much for something that may never eventuate because geez we just never seem to get there.

 

[BAGNF05]

It seems Richo has gone into hiding.
He’s like a used car salesman, told us everything we wanted to hear, sucked us all in, now it’s in the too hard basket and he doesn’t give a you know what.

Rubbish.

 

[Vicious]

Rubbish.

Where’s the evidence that he is keeping our fans updated and doing something to improve our playing roster ?
What is happening to make you confident we will be an improved team and climb the ladder in 2026 ?

 

[BAGNF05]

Where’s the evidence that he is keeping our fans updated and doing something to improve our playing roster ?
What is hale ing to make you confident we will be an improved team and climb the ladder in 2026 ?

He gave an extensive update on two platforms in the last couple of months. His track record gives me confidence and I don’t expect to know what’s going on behind the scenes because that’s strategic information.

People need to stop reading Buzz Rothfields column.