01
When the future is unclear
“Where are we actually trying to get to?”
02
When it's messy
“Can someone properly get underneath this?”
03
When it needs building
“Who's going to make this happen?”
04
When it crosses the club
“Who's joining all of this up?”
Important work doesn't always belong to one director. But it still needs someone to own it.
02 / The opportunity
Building the organisationbehind the ambition.
London City's directors are building and running their respective functions, delivering the performance, growth and operational excellence the club needs today.
A strategic capability focused on the next three to five years would bring together the club's ambitions, anticipate the changes ahead and lead the major cross-functional initiatives needed to get there.
01
Strategy
Set the direction.
02
Delivery
Make it happen.
03
Innovation
Build what's next.
The long-term future of the whole organisation needs dedicated attention.
03 / How it works
Alongside the directors.Across the club.
A dedicated strategic role would work with the leadership team on the priorities that span the club, bringing direction, coordination and ownership to work that goes beyond any one function.
Executive leadership
Michele Kang
Owner
Martin Semmens
CEO
Shared organisational ambition and executive leadership across both horizons.
Today
Running and developing the functions
Gonzalo
Football
Jack
Commercial & Marketing
Natalie
Operations
Directors lead their functions: accountable for performance today and for developing their areas for the future.
Future
Developing the club as a whole
Strategy · Transformation · Special Projects
Overarching direction, strategic choices and complex cross-club transformation, working with the directors rather than above them.
Complementary areas of focus, not rigid divisions of responsibility or separate reporting structures.
Two different horizons. One shared ambition.
Not another layer of management. More capacity to build the future.
04 / The work
Two ways tobuild the future.
01 / The long-term mandate
Strategy &Transformation
Connect the club's long-term ambitions, identify the strategic choices ahead and help the leadership team build the organisation needed to realise them.
01
Club-wide strategy
A coherent long-term direction and shared set of priorities.
02
Future operating model
A clear view of the capabilities, structures and systems needed as the club grows.
03
Strategic investment & delivery framework
Evidence-led choices, accountable owners and a practical framework for progress.
Possible outputs of one connected strategic mandate, not three independent assignments.
02 / The flexible mandate
Special Projects
Lead agreed, future-focused initiatives that cut across the club, developing the evidence and recommendations before managing the work through delivery.
01
Club-wide digital transformation
Assess AI, automation and shared systems across football, commercial and operations, then coordinate agreed improvements.
02
International development
Explore the opportunities and organisational requirements of expanding London City's international presence, working alongside football and commercial leaders.
03
Shared matchday technology
Help develop and implement scalable systems that connect operational and commercial requirements, with the Operations Director retaining responsibility for matchday delivery.
04
Future stadium planning
Coordinate strategic requirements, comparisons and options across sporting, supporter, commercial and operational considerations, with specialist leads responsible for their areas.
A special project is strategically significant, future-focused, spans multiple functions and benefits from dedicated leadership.
Each initiative is scoped with the relevant executive sponsor. Functional leaders remain accountable for their areas and own the ongoing outcomes; the role leads the agreed cross-functional work.
Illustrative only, not commissioned or approved London City projects.
The leadership team owns the decisions and outcomes. The role provides the capacity to shape and deliver the work.
From scoping and options papers to programme leadership and implementation.
05 / The person
Already doing thisat The FA.
Luke Baker
Senior Special Projects Manager
The Football Association
I operate as an embedded strategic adviser and delivery lead, helping senior leaders tackle the complex questions that cut across the organisation. From shaping strategy and preparing executive recommendations to leading major programmes, my role is to turn uncertainty into decisions and action.
Presenting The FA's National Grassroots Strategy to all 55 UEFA Nations in Athens
01 / Strategy
“I can set the direction.”
Co-authored The FA's £100m+ National Grassroots Strategy, bringing evidence, stakeholders and priorities into a coherent long-term plan.
02 / Executive decisions
“I can get underneath the big questions.”
Develop strategic options papers, investment cases and recommendations for senior FA leadership, informed by complex evidence and financial considerations. Experience informing decisions on approximately £20m of annual investment through performance assurance and funding reform.
03 / Transformation
“I can connect people and lead change.”
Developed a unified strategic and performance framework across more than 50 independently governed football organisations, alongside work on major national operating-model reform.
04 / Building
“I can make things happen.”
Founded and scaled a digital business from zero capital to six-figure revenue, alongside leading complex projects and developing practical technology solutions.
Worked with
- UEFA
- DCMS
- Premier League
- EFL
- Sport England
Experience working with the Premier League, EFL, Sport England and government stakeholders on complex national football challenges. Supporting national associations including DFB and US Soccer.
Help define the club London City wants to become. Then help build it.
Luke Baker
Strategy · Transformation · Special Projects