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He's on a VIP fast track for repeat customers.

You having a wet dream?

He doesn’t have a proven track record!

Yes booked against both Arbroath and Raith Rovers.

A bit of transparency from the SFA wouldn't go amiss. Did they not use to publish details but this was deliberately stopped. Why?

Indeed I do not! But, if I can identify those very basic points off the top of my head on an internet forum, surely the club could find someone who's actually qualified and skilled to do it? 😂

play what ever numbers you like 442, 352,532 640, or wtf ever JUST FECKIN WIN end of 😡

Personal view is we were stronger with Butcher in midfield - albeit all the team ended up very deep in the last 2 months teams have carved straight through our midfield . Slattery and Spittal are ok moving forward but weak defensively . Butcher in the holding role made it tough to play through us . butcher added a bit of bite and for now I think better off on midfield. We need 4 in midfield when we play spittal and slattery . I think one needs dropped if we continue to play the 3-5-2 / 5-3-2

No, not examples of a smaller club than Motherwell, I said "other smaller clubs," as in clubs like Motherwell, who are smaller than many in their division. Well, context is a significant factor here. Although Brighton might be willing to invest £30 million in a player, they find themselves in direct competition with teams capable of spending upwards of £80 million on a single player. Brighton's wage bill ranks 14th among the 20 teams in the league, providing a clear perspective on the circumstantial challenges they face. Smaller clubs like Brighton succeed not because of their financial prowess but due to their well-structured systems and unique approaches. Examples of this include: Data Analytics and Scouting: Effective use of data analytics in scouting helps identify players with specific attributes that align with the team's playing style. Brighton has been known for employing a data-driven approach, using analytics to identify players who can contribute significantly to the team. On this point, I feel we've been really poor. I mean, the data analytics were right there for Theo Bair. It didn't take an advanced system to work out how he's likely to perform. I said before a ball was kicked that if he gets regular starts for us we can likely expect maybe 4 goals. Someone dropped the ball big-time on that signing. The fact he was given a 2-year deal was borderline criminal. Youth Development: Developing a strong youth academy can be a cost-effective way to produce talented players who can contribute to the first team or be sold for a profit. Brighton's commitment to youth development can be seen in their efforts to nurture talent from a young age. Our clubs management of our youth department hasn't been the best. We've seen a lot of players leave when they could have been approached earlier about signing a new deal and so on. That's not to say that every young player will want to sign a deal, but I feel we've missed the boat on a few of our players due to us not being on top of things and allowing other clubs to swoop in and take advantage. Strategic Managerial Appointments: Appointing managers with a proven track record of success in developing teams and getting the best out of players. Stability in coaching staff can contribute to long-term success by providing continuity and a consistent playing style. Again, this is a criteria we should be looking at from a lower level. Which managers are doing a good job in the lower reaches of the English, Welsh, or Irish leagues? Who has shown that they can develop a team, improve players, and work with youth? An important facet of this section is that the manager needs a competent recruitment and analytics team working with him. Do we have that? I'm not so sure. Which is why I'm not 100% sure that the manager is entirely to blame. Team Cohesion and Tactical Consistency: Building a cohesive team with a strong sense of identity and a consistent playing style can lead to better on-field performance. Maintaining tactical consistency, even with changes in personnel, helps players adapt quickly and enhances team performance. This is something that is a hallmark of Brighton's success, and it really isn't down to finance. They were linked with all manner of different, well-known coaches when Potter left, but they brought in De Zerbi. Their Chief Exec actually said the main reason for his appointment was that he was a "cultural and technical" fit. Sure, he's different in some ways but has a similar philosophy in most areas, which means he doesn't need to completely tear up the squad and start again to fit his own style. Anyway, a lengthy post, but I think it's important to stress that we can't (and shouldn't) just shrug our shoulders and say "Well, we signed Bair and Obika because we can only afford £20 and a Curly Wurly." There are a lot of areas we could be better in that don't require tons of money. We can, with some proper oversight, become one of the clubs that catch tomorrow's much sought-after analytics, strategic and tactical geniuses before they hit the radar of bigger clubs. Same with youth players and the management team we have at that level.

We were lucky the Celtic VAR didn't decide to disallow his goal for blocking.

We have to win this one, no two ways about it. It would really help our cause if we could actually score first as opposed to having to chase the game and giving ourselves a mountain to climb. Obika and Biereth should both start as long as they are fit.

…to Kettlewell