West Ham United—a club with a storied past and a vibrant future, is being driven to new heights by Jack Sullivan, a name synonymous with both legacy and innovation within the football world. Transitioning from the Managing Director of West Ham United Women to a director at the club, Sullivan has navigated the complexities of football management with a blend of youthful vigour and strategic acumen.
In this exclusive interview, Sullivan opens up about his leadership journey, the challenges he’s faced, and his vision for the future of West Ham United. Through his insights, we glimpse into the evolving landscape of football—where tradition meets innovation, and where the business of the sport becomes an art form in its own right. Sullivan’s story is a narrative about passion, resilience, and the relentless pursuit of excellence that defines West Ham United and its journey forward. Join us as we delve into the mind of Jack Sullivan, exploring the depths of what it takes to lead a club cherished by millions and the entrepreneurial spirit driving the future of football.
Transitioning from the Managing Director of West Ham United Women to a Director at West Ham United represents a significant shift. Can you share what this journey has taught you about leadership in the high-stakes world of football?
“Haha, I think you are making me sound slightly better than I am! During my time at the women’s team I managed probably 15 staff and the players which was such a great experience at such a young age. From what I have learnt, good leadership is where you find out what everyone is good at, and let them focus on that, and also listen to everyone’s ideas and thoughts and don’t think you know everything.
“Another bit of advice I’d give to anyone is things are never as good as you think they are, and things are also never as bad, especially in football – things can change quickly. However, I was lucky at West Ham Women to work with such amazing staff with amazing experience and I’m still learning every day watching the rest of the West Ham board, with Dad [David Sullivan] and Karren Brady having 30 years in football. I think another top tip is to know you can always do things better, try to keep a balanced mindset as much as possible and try and be fair.”
As a director at West Ham United, how do you align the club’s rich heritage with the dynamic demands of modern football to formulate a long-term strategic vision?
“I think its all about finding what makes the club special, at West Ham that’s very easy! We have the Academy, producing some of the best players the country has ever seen, from Bobby Moore to Rio Ferdinand and Joe Cole to more recently Declan Rice, so the long-term strategy is to make sure we keep doing that! We also have an amazing fan base which we continue to grow, and we keep our pricing affordable for our community. Something else we do at West Ham which is important to us, is our foundation, which runs over 30 community projects. This for us is very important, our job as a football club is to bring memories to people and hopefully happy ones. By running the club in a sustainable way we can continue to push the club forward in all aspects, and treat the fans to more memories like Prague last year. Any part that I can play to help the team achieve, I would be more then happy to, although the shareholders are doing a great job.”
The football industry is known for its intense pressure and competition. Could you describe one of the most challenging moments in your career and how you navigated through it?
“One of my most challenging times was one of two! The first time was when it came to building a team that could compete in our first season in the WSL. Our team went from being semi-pro to full time pro’s so we had to hire 8 new staff members and sign 16 new players in 6 weeks. It was an exciting time but also a lot of pressure to see if the team would be good enough.
“The second time was when the women’s manager Matt left the club when we were fighting relegation, it was a challenge to find a replacement that we thought could do a good job, but also find a replacement in a short space of time, as we were half way through the season.”
Innovation is critical in staying ahead in any business. What innovative practices have you introduced at West Ham United that you believe could set a precedent in football management?
“Innovation is a part of any business and to be honest every department is always improving and getting better! Every club is always pushing for perfection.”
Having played a pivotal role in West Ham United Women’s entry into the Barclays FA Women’s Super League, what steps do you think are necessary to further elevate women’s football on a national and international level?
“I think there is a lot still to do, however, every year women’s football evolves into a completely different animal! It’s growing so quickly and rightly so. The standard is getting better and better and the viewing figures are improving in the stands and on TV. I think everything is going in the right direction, I think its important that the FA makes sure the club attendances keep improving and don’t just focus on the Lionesses who get amazing numbers to games.
“However, the biggest problem at the moment is every club in the WSL is losing money, and this isn’t sustainable. And for the league to have longevity, the clubs will need to breakeven. But I have no doubt that with NewCo and with things growing the way they are, the clubs will get there. Most of the WSL clubs are Premier League clubs who have built the best league in the world, and I’m sure they will be able to do the same in the women’s game.”
You are also involved in other businesses and property. How has your entrepreneurial experience outside of football influenced your approach to managing and developing a football club?
“Yes I am involved with a few business, including Supply Life where we offer food intolerance testing to find out what foods work best for people’s bodies, helping them with bloating, energy dips and IBS problems. We have actually worked with 3 Premier League clubs and a large number of players which has been exciting, but we will really help anyone suffering with these issues. I’m also involved with a few other businesses in the care sector and also a recruitment company called Techfueld, who work in the automotive tech space. I think for me it was an important part of my own personal development to work outside of football. I just love helping companies to grow and I’m always looking for new opportunities to invest in.”
Football clubs are substantial economic entities. Can you discuss how West Ham United impacts the local and national economy, and your role in ensuring the club contributes positively?
“I’d like to think we impact things positively, but again I’m probably not the most qualified to answer this question. We obviously employee a lot of staff during the week and on match days, and on the match days we bring thousands of visitors to the local area, which is fantastic. But we always want to do more! “
Looking towards the future, how do you see the business of football evolving over the next decade, and what role will technology and digital transformation play in this evolution?
“I think it will continue to grow and records will continue to get smashed! It’s the best game in the world and I think we will continue to inspire and see more countries get involved like we have seen with Saudi Arabia and Qatar and even the USA, which for me is just fantastic. It will be interesting to see what happens with broadcasting and streaming, but I do think its such an exciting time to be involved in football. However, I do hope we keep what makes football, football. We keep the passion, and we keep the fans at the centre, for me that is the key.”
What is your leadership philosophy, and how has it shaped the culture and success at West Ham United?
“I personally don’t think I’ve had much impact on the culture and success at West Ham, the credit must go to the shareholders and the main leadership team at the club! But I think my dad’s experience in being involved in football for 30 years has taught him what makes a good (and bad) football club. Maximum hard work and pushing to always make things better is important. Finding good people is so important too at all levels, and improving people at all levels is so important. We have lots of heads of departments, who 5-10 years ago were just working at the club, now they are running parts of it! I think that is special, you can’t beat having people that know the club inside and out.”
Finally, what advice would you give to young professionals aspiring to become leaders in the sports industry, particularly those interested in blending business acumen with sports management?
“Work hard, find a club that allows you to be at your best and if you have an opportunity or an edge, take it! Football is a funny industry and there is no other business like it. Every day is different, but that’s what makes it fun.”
