The odd aspect to all of this is actually a key word that makes the biggest difference which I think is missing. The question has to be asked, for the entire SuperLeague era - have we RE-ACTED too late, not acted too late now.
I bang on about this all the time, mostly on other forums, but it is a fact. Having a plan, vision and all that, be it five year or whatever sounds brilliant, but unless you can take your team and your managers with you on that journey, have people buy in and measure your progress, it is not worth anything more than a fortune cookie message.
We reacted to framing the future, relegation, threat of relagation, quota changes, players retiring; these changes today on and off the field may actually be seen in years to come as the day this great business was reborn.
We simply have to get a management group together, forget the board for now, we can't make someone buy someone else out, the key management appointments and have them use their leadership to take the staff with them. If they do that, align measurement, activities and honest graft with the same from the on field team - well who knows what we can achieve.
Similarly, not speculate to accumulate or if we build it they will come - Salford have proven they wont. But cash positive good sensible business evolution, cash positive, reward loyalty and bring something back that has been missing - a plan and a direction.
