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Well that's completely wrong, Elstone was a director at Deliotte probably about 10 times the size of EA sports.
I'm not sure elstone was ever a director at deloitte was he? I'm positive he only ever worked there, and was certainly never a CEO. Are you not getting mixed up with the Russian board member moshiri brought with him?

I'm pretty sure his most notable role, and the reason we got him was with a rugby Union club.

Im also not saying Liverpool's new ceo will work, I hope he fails badly, and them with him.
 
You have to look at her results, she has took EITC as a regional award winning charity to an international award winning charity.

I think even herself she won an award beating execs from NFL and NBA at the Nou Camp.

I think if you target CEO's currently in football you will have a limited target base to work from and even smaller amount of you want experience of a stadium build.

Reference the stadium build, the involvement of a CEO will be limited to the initial costs. He or she would not be getting involved with anything else regarding the build.

Sponsorship and brand awareness to a degree, but it will be the team that the CEO sets up to do this and guide when necessary.

A lot of CEO's will more than likely be learning the football side of the business whilst on the job.

David Gill who transformed United's dealing in the late 90's onwards came from Avis car rentals and first choice holidays. Now he had no football experience and learnt on the job.

His replacement Edward Woodward was well liked and respected within the club for the sponsorship deals he brought in but initially as CEO he made a mess of the transfer dealing and was widely criticised.

Moshiri himself was/is an accountant, he was appointed head of metaloinvest by Usmanov, pretty sure he didn't have any in depth knowledge of mining metals, smelting and construction like.

A good businessman or woman is just that, ultra specialised skillsets are usually demanded by people who don't have a clue what really matters,for a CEO etc.

Btw I ain't got a clue myself, just pretty sure a hell of a lot of companies employ very good CEO s who originally have no background in that companies industry.
 
This is a really good reply and you do make some very good points.

I agree with you on that basis she wouldnt be a terrible risk but I still dont believe that she would be the right person. Maybe I am scarred by the many failures of elstone.

And I don't see her work with eitc as inherently transferable to the role of ceo at Everton, that's just me.

My ideal stop gap would have been David dein personally mate, but I know that is nigh on impossible.

I think your argument was very fair and valid, but I think there are better candidates outnij the world than her. Thats just me though!

Probably will be much better CEO's out there, but she will be a front runner when Elstone goes.

I'm sure Farhad and his mate on the board will be aware of her capabilities after personally working with her.
 
I'm not sure elstone was ever a director at deloitte was he? I'm positive he only ever worked there, and was certainly never a CEO. Are you not getting mixed up with the Russian board member moshiri brought with him?

I'm pretty sure his most notable role, and the reason we got him was with a rugby Union club.

Im also not saying Liverpool's new ceo will work, I hope he fails badly, and them with him.

Our Russian board member basically came from a banking industry background, RBS I believe.
 
Moshiri himself was/is an accountant, he was appointed head of metaloinvest by Usmanov, pretty sure he didn't have any in depth knowledge of mining metals, smelting and construction like.

A good businessman or woman is just that, ultra specialised skillsets are usually demanded by people who don't have a clue what really matters,for a CEO etc.

Btw I ain't got a clue myself, just pretty sure a hell of a lot of companies employ very good CEO s who originally have no background in that companies industry.
Hm your snide digs are quite funny but carry on
 
I'm not sure elstone was ever a director at deloitte was he? I'm positive he only ever worked there, and was certainly never a CEO. Are you not getting mixed up with the Russian board member moshiri brought with him?

I'm pretty sure his most notable role, and the reason we got him was with a rugby Union club.

Im also not saying Liverpool's new ceo will work, I hope he fails badly, and them with him.

He was a director at BSKYB as well.
 
Probably will be much better CEO's out there, but she will be a front runner when Elstone goes.

I'm sure Farhad and his mate on the board will be aware of her capabilities after personally working with her.
Perhaps, the truth is neither of us know what moshiris plans or thoughts are, but he will know better than either of us what he needs to take his plans and ideas forward.

Nice to have a proper chat with you for once though!
 
Probably will be much better CEO's out there, but she will be a front runner when Elstone goes.

I'm sure Farhad and his mate on the board will be aware of her capabilities after personally working with her.
Perhaps, the truth is neither of us know what moshiris plans or thoughts are, but he will know better than either of us what he needs to take his plans and ideas forward.

Nice to have a proper chat with you for once though!
 
I'm not sure elstone was ever a director at deloitte was he? I'm positive he only ever worked there, and was certainly never a CEO. Are you not getting mixed up with the Russian board member moshiri brought with him?

I'm pretty sure his most notable role, and the reason we got him was with a rugby Union club.

Im also not saying Liverpool's new ceo will work, I hope he fails badly, and them with him.

You are both correct. There is a confusion in terminology, at Deloitte, as per other professional services firms, the role Director is an employee title (albeit a senior one, with some responsibility for 'directing' a small business unit within the overall firm). It is not equitable to the traditional 'director of a firm' which brings to mind board members etc.
There are likely hundreds of directors in that uk firm at any one time.
 
Perhaps, the truth is neither of us know what moshiris plans or thoughts are, but he will know better than either of us what he needs to take his plans and ideas forward.

Nice to have a proper chat with you for once though!

Ultimately any new CEO just needs to be competent and able to follow the instructions given them, doubt moshiri is not going to be overseeing major decisions going forward, the lady as @Moomin said has seen eitc grow massively under her charge and that's a huge sign she is very capable in her role.
 
Not having a dig mate, if I was I would have just quoted you and been blunt about it.

We saw equally people demanding an experienced dof and slating the walsh appointment etc originally.
If you say so mate, I have no reason to not believe you.

But I do know for a fact from people I know who run fairly wealthy companies (not on Everton level at all of course) and even lower league football ceo situations that nearly every owner will look for a specialised skillset especially if they are to take on a massively important role in their company.

Granted it may not be as precise and certainly not restricted to only working in that business area, but a skill set would definitely be something they'd look in to / see if it's transferable.

But thats just coming from my very limited experience and conversations with people who ared much smarter and more experienced than I am
 
Ultimately any new CEO just needs to be competent and able to follow the instructions given them, doubt moshiri is not going to be overseeing major decisions going forward, the lady as @Moomin said has seen eitc grow massively under her charge and that's a huge sign she is very capable in her role.
See this is where I'm disagreeing though, I dont think its just about being competent and following orders, I think there is a lot more "freedom" in a sense. I look at the liked of gazidis and levy who for the most part are left alone to improve the club without the constant need of a owner baby sitting them
 
If you say so mate, I have no reason to not believe you.

But I do know for a fact from people I know who run fairly wealthy companies (not on Everton level at all of course) and even lower league football ceo situations that nearly every owner will look for a specialised skillset especially if they are to take on a massively important role in their company.

Granted it may not be as precise and certainly not restricted to only working in that business area, but a skill set would definitely be something they'd look in to / see if it's transferable.

But thats just coming from my very limited experience and conversations with people who ared much smarter and more experienced than I am

Thing is mate. A skill set can be a multitude of things, seeing massive growth, garnering a very positive public image for your company, branching into untapped sectors who resources and support. All thosecshe has done, and would be very high on a list of attributes we'd look for in a CEO I would guess. And she hadn't exactly got no knowledge about football given that a lot of the work they do involves ex and current pros and people in and around the game at all levels.
 
See this is where I'm disagreeing though, I dont think its just about being competent and following orders, I think there is a lot more "freedom" in a sense. I look at the liked of gazidis and levy who for the most part are left alone to improve the club without the constant need of a owner baby sitting them

It's depending on the owner though mate, moshiri actually by all accounts is a footy nut, so doubt he will want someone who makes him redundant to all intents.
 
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