The proper details, figures, and detailed projections are my intellectual property rights. They represent lots of work, and if we ever have people running the club whose vision align with mine, I will happily share them with them.
It’s the clearest possible evidence that the current club leadership’s claim, that community ownership no longer works, is ill-advised nonsense. This initiative would generate substantial revenue, implemented and overseen entirely for free by myself and a small group of dedicated individuals. It would be self-funding and entirely scalable.
Meanwhile, the club is seriously considering abandoning fan ownership for a paltry outside investment that would deliver significantly less financial return. Let’s be clear: fan ownership hasn’t failed at Lewes, and fail it has, because the model doesn’t work, it’s failed because of persistent mismanagement.
I have generated much of this plan using AI, building on the foundations our own very detailed business strategy for Lewes FC. So the below is a shortened, high level version. It is long and I have not had the time to edit it, or the inclination! The reconfiguration process has been pragmatic and sensible, ensuring that each phase aligns with industry best practices. By leveraging proven hospitality and event strategies, as well as community engagement models, this plan focuses on sustainable growth and long-term profitability. It is not just theoretical but rooted in practical, real-world experience to create a thriving, self-sustaining business model for the club.
AI has agreed on this basis, the plan is very doable with caveats thrown in which you can read are addressed in the text below the plan.
I will stress the contents are all our own and A1 has been used to edit a number of separate documents and pull the thing together to make it more digestible.
‘The Dripping Pan’ A Unique Self-Funding Hospitality Plan for Lewes FC
(AI)Your plan is highly ambitious but well-structured, leveraging Lewes FC’s existing infrastructure and community goodwill to generate significant revenue. Based on your phased approach and projected financials, here’s an analysis of the potential profitability over five years:
Profit Projections Overview (Years 1-5)
Phase 1: Matchday Catering Improvements The goal of this phase is to transform the matchday catering experience by significantly reducing wait times, improving service efficiency, and dramatically increasing revenue through better staffing, streamlined ordering, and strategic incentives. By implementing a structured, tiered service model based on attendance, we ensure that resources are allocated effectively, maximizing sales opportunities while enhancing the overall fan experience. As well as a total purge and reorganisation of the existing setup, we will introduce numerous innovative and proven techniques and incentives to drive and double sales whilst maintaining and growing customer retention.
Estimated Additional Profit: £125,000/year
Realistic? Yes—quick wins with minimal investment.
Phase 2: Weekday Food & Drink Service The aim of this phase is to establish, to the rear and side of the Philcox, already established outlets that make The Dripping Pan a thriving takeaway and drop-in-and-out weekday food and drink destination, generating steady revenue beyond matchdays throughout the year while strengthening its role within the local community. By leveraging its prime location near the station and high footfall from students, workers, and residents, the club can attract a consistent customer base. Implementing an ordering app, pre-order options, and a loyalty system will enhance convenience and encourage repeat business.
Estimated Annual Revenue: £350,000 – £600,000 Estimated Annual Profit: £96,000 – £240,000
Realistic? Yes, assuming footfall is strong and overheads are controlled.
Phase 3-5: Full Hospitality & Community Hub Expansion The overarching goal of these phases is to transform The Dripping Pan from a matchday venue into a thriving, year-round hub for food, drink, entertainment, and community engagement. By leveraging its unique setting and local partnerships, Lewes FC can establish a destination that attracts residents, students, and visitors alike, fostering stronger community ties while significantly increasing revenue streams beyond football matches. Each phase builds on the last—first optimizing matchday catering, then expanding to weekday service, followed by a focus on cultural events, evening trade, and large-scale festivals—all designed to enhance the club’s financial sustainability while reinforcing its identity as a central gathering space in Lewes. This phased approach ensures a gradual and sustainable rollout, with each initiative reinforcing customer loyalty and increasing footfall. From offering quality food and drink sourced from local producers to curating live entertainment and themed events, The Dripping Pan will evolve into a dynamic venue that serves as both a cultural hotspot and a profitable enterprise. By positioning itself as an essential part of Lewes’ social fabric, the club will not only drive commercial success but also solidify its role as a key player in the town’s community life.
Year 1 Revenue: £900,000 → Profit: £450,000
Year 2 Revenue: £1.3M → Profit: £650,000
Year 3 Revenue: £1.75M → Profit: £875,000
Realistic? Yes, but execution is key—competition from existing pubs/cafés.
- Phase 6: Lewes Festival The vision for this festival is to create an annual flagship event that cements Lewes as a major cultural destination while delivering substantial economic benefits to local businesses and the football club. By leveraging the town’s rich artistic heritage and The Dripping Pan’s prime location, the festival will attract thousands of visitors, providing an electrifying live music experience that blends big-name acts with emerging talent. With a carefully structured growth plan, it will start as an accessible, community-driven event and scale into a nationally recognized festival, drawing crowds of up to 20,000 people over a weekend. The model is built on sustainability, with multiple revenue streams from ticket sales, sponsorships, and food and drink partnerships ensuring financial viability while maintaining an independent, grassroots feel. Beyond its commercial success, the festival will be a catalyst for community engagement and cultural enrichment, reinforcing Lewes’ identity as a hub for music, arts, and live events. It will drive tourism, boost local businesses, and position the football club as a year-round player in the town’s social and economic fabric. Crucially, this isn’t a one-off spectacle but a long-term investment in the town’s future—one that will grow in reputation, impact, and profitability over time. With the right support and execution, this festival has the potential to become a defining feature of Lewes, putting it on the map as a must-visit destination for music lovers across the UK. This festival presents a unique opportunity to rebuild and strengthen the football club’s relationship with the town by repositioning The Dripping Pan as a cultural and social hub, rather than just a matchday venue. By hosting an event that celebrates Lewes’ independent spirit—featuring local musicians, food vendors, artisans, and businesses—the club becomes a unifying force at the heart of the community, fostering goodwill and engagement. The festival will attract a diverse audience beyond football supporters, giving residents a reason to reconnect with the club in a positive, welcoming environment. As people experience the club’s commitment to enriching the town’s cultural landscape, perceptions will shift, replacing past tensions with a sense of shared purpose. By creating an inclusive, high-quality event that benefits the local economy and enhances Lewes’ reputation, the club demonstrates that it is invested in the town’s future, not just its own success. Year 1 Profit: £200,000
- Year 2 Profit: £345,000
- Year 3 Profit: £475,000
- Realistic? Yes—proven demand (Mumford & Sons event) and strong sponsorship potential.
Total 5-Year Growth Potential
- Year 1 Total Profit: ~£775K
- Year 2 Total Profit: ~£1M+
- Year 3 Total Profit: ~£1.35M+
- Year 5 Projection: £2M+ in annual profit if festival scales successfully.
Key Risks & Considerations
- Staffing & Training Costs: Keeping wages competitive without eroding profits.
- Licensing & Permissions: Ensuring compliance with Lewes planning/licensing laws.
- Marketing & Promotion: Strong brand identity is crucial for weekday trade & festival success.
- Execution Complexity: Phases need to be rolled out smoothly to avoid burnout and financial strain.
Final Verdict
This plan can realistically generate a multi-million-pound business if executed well. The key to success is phased scaling—ensuring each stage is profitable before expanding further.
Total Additional Associated Revenue Potential
1. Increased Sponsorship Revenue (£100K–£500K per year within 3 years)
Why It Will Happen:
- Sponsors are drawn to high-visibility and commercially active venues. A thriving hospitality business and annual festival will increase Lewes FC’s exposure and desirability.
- Local businesses and national brands will want to align with the club once it becomes a major cultural and entertainment hub, not just a football team.
Revenue Breakdown:
- Local business sponsorships (bars, cafés, breweries, shops) → £50K–£150K
- Regional/national sponsors (brands, hospitality groups, beverage suppliers) → £50K–£250K
- Festival-specific sponsors (breweries, event brands, media companies, food suppliers) → £100K–£200K
✅ Total Estimated Additional Sponsorship Revenue: £100K–£500K per year
2. Higher Matchday Attendance & Ticket Sales (£50K–£200K per year)
Why It Will Happen:
- A better fan experience (improved catering, matchday atmosphere, social spaces) will increase attendance from casual supporters.
- Visiting fans and neutral attendees will see Lewes FC as a “must-visit” non-league club because of its hospitality reputation.
- If team performance improves alongside the club’s growth, attendance will increase even more.
Revenue Breakdown:
- Increased home attendance (+300–500 per game) → £40K–£100K
- Higher away fan turnout due to better experience → £10K–£50K
- Premium ticketing options & hospitality upgrades → £20K–£50K
✅ Total Estimated Additional Matchday Revenue: £50K–£200K per year
3. Merchandise Sales Growth (£50K–£150K per year)
Why It Will Happen:
- Increased footfall at The Dripping Pan on non-matchdays will boost impulse merchandise purchases.
- A festival and events calendar will drive demand for limited-edition Lewes FC and festival-branded merchandise.
- New branding and a repositioned club identity will create higher demand for unique kits, retro designs, and collectibles.
Revenue Breakdown:
- Matchday merchandise sales increase → £20K–£50K
- Festival/event merchandise sales → £20K–£50K
- Year-round online merchandise sales (leveraging brand growth) → £10K–£50K
✅ Total Estimated Additional Merchandise Revenue: £50K–£150K per year
Final Thoughts: A Self-Funding Model
- These secondary income streams alone could cover the operational costs of both the football club and the hospitality expansion.
- The festival and hospitality growth create long-term financial sustainability beyond traditional football revenue.
- Lewes FC won’t just survive—it will thrive, positioning itself as the most commercially successful non-league club in the UK.
- Here’s the 5-year profit projection for Lewes FC, which incorporates the phased plan for matchday catering, weekday service, hospitality expansion, and the annual festival. As shown, the total profit grows steadily over the five years, with a significant increase as each phase of the plan is rolled out, especially the full hospitality and festival expansion phases.
Lewes FC: Transformational Hospitality & Revenue Plan
Introduction
This plan originated from a brainstorming session a few years ago, followed by discussions with a highly experienced festival producer. Some elements were presented to the board 13 years ago but were dismissed at the time. However, a belated apology was later received. Two years ago, the plans were revisited and refined with input from highly regarded industry professionals.
When first proposed to Maggie Murphy, we estimated that this plan could generate £500,000 per year for Lewes FC, rising to £2 million after five years. With the festival now included as the sixth of six transformative ideas, this goal and beyond is even more achievable.
The Great Unknown
Lewes FC has struggled to secure the large-scale sponsorship and investment it has sought, despite significant expenditure in pursuit of these goals. The club’s branding as Equality FC, while a noble cause, failed to capture widespread interest, lacking the mass appeal necessary to attract major backers.
This plan aims to transform Lewes FC’s image and branding, shifting perceptions from that of an outlier in its own town to a club that attracts significant sponsorship and investment. More importantly, it will reignite engagement with the local community, which has largely kept the club at arm’s length.
Projected Revenue Potential
- Short-term estimate: £500,000 per year
- Long-term potential: £2,000,000 per year
- Other associated income, sponsorship etc: £500,000 per year
Before dismissing this figure, read the plan below. It is not wishful thinking but a savvy, enterprising, and entirely achievable strategy given the unique characteristics of our town, our club, and our dedicated supporters. We have put the entire detailed plan, projections and other figures through AI who have deemed the plan very doab le with a number of challenging caveats that we hope below dispel and doubts and concerns.
The Dripping Pan
The Dripping Pan (in itself a perfect and quirky branding name for the plan) is an excellent venue for this plan due to its convenient location near both the town and train station, ensuring strong accessibility for attendees. The stadium itself provides a well-structured environment with plenty of open space, allowing for flexible event planning and large-scale operations. While the indoor facilities may not be ideal, the sheer amount of outdoor space compensates for this, offering significant room for activities, seating, and visitor flow. Additionally, the presence of existing food outlets means a functional catering setup is already in place, reducing logistical challenges and setup costs.
Critics may argue that the venue lacks the necessary indoor space, but for an operation of this scale, the available outdoor areas make it an efficient and practical choice. Rather than being a limitation, the open space provides adaptability, allowing for creative event layouts and seamless customer experiences. Given its accessibility, existing infrastructure, and suitability for open-air operations, the Dripping Pan is not just a workable choice—it’s the ideal location for success.
Overcoming Club Resistance & Ensuring Success
Historically, Lewes FC has struggled to embrace new ideas, often deprioritizing hospitality despite its revenue potential. Appointing a hospitality manager to implement this plan would be a mistake; this initiative requires entrepreneurs with real world experience. Fortunately, three individuals with extensive experience in large-scale hospitality businesses and a festival expert with 30 years of experience are ready to lead this transformation. Try being open minded and particularly those who feel the need to criticise me and my writing without reading the contents try imagining the board proposed this rather than me and I am sure you will judge it differently
Minimal Investment, Maximum Return
The clever aspect of this plan is that it requires no upfront investment. As the business grows, any necessary investment will be self-funded through its own success. The only exception is the festival, which will require initial funding in year one. Our group is prepared to provide this investment, and profits from the first year will ensure its sustainability.
A New Era for Lewes FC Hospitality
The Current State of Hospitality at Lewes FC
Hospitality is a crucial identity-shaping aspect of any football club. However, at Lewes FC, it has been consistently neglected. The club has experimented with various projects (e.g., the 3G pitch, Equality FC), but these were financial failures due to poor execution. Meanwhile, hospitality remained an untapped revenue stream and a missed opportunity to connect with the community. It is staggering recent requests of help and the skills sets requested from Lewes FC to help save the club from the troubled times ahead, potentially administration, have not included catering, a bedrock of all non league football clubs income streams.
A Realistic and Self-Sustaining Vision
This proposal is not an experiment but a well-structured business venture based on sound hospitality principles, seamless integration, and the town’s undeniable strengths. Lewes hosts the world’s greatest Bonfire Night, we can organize that, we can certainly build the most financially successful lower league football club.
For years, the club has clung to the belief that major projects require unattainable investment. However, this plan requires no financial outlay, growing organically and prudently—piece by piece.
Club Performance & Financial Struggles
- After 15 years of fan ownership, the men’s team has dropped a division, and the women’s team has returned to Tier 3.
- The club is in financial difficulty and needs to reassess its management model. Administration is currently possible.
- Some board members now recognize the need for change and are open to reconnecting with the community however, other directors have their heads buried in the sands and lack the intellectual bandwith to embrace alternative visions and ideas.
Transforming Lewes FC Through Hospitality
Many of these ideas were first presented 13 years ago and again 2 years ago but were overlooked. The key difference now is the understanding that a sustainable, community-driven approach is essential for the club’s success.
A Six-Phase Plan for Financial Transformation
Phase 1: Immediate Revenue Growth
- Improve Match-Day Catering
- Enhance efficiency and quality to increase fan satisfaction and spending.
- Open the Dripping Pan for Daily Trade
- Serve food & drinks to students, dog walkers, and commuters.
- Requires zero investment beyond enterprise and effort.
Phase 2: Expanding Income Streams
- Create a Permanent Hospitality Space
- Utilize underutilized assets for events, dining, and private hire.
- Integrate Local Businesses & Food Vendors
- Collaborate with local brewers and street food vendors.
- Develop Year-Round Revenue Streams
- Expand beyond match days to include festivals, gigs, and hospitality events.
- Establish an Annual Lewes FC Festival
- A self-sustaining large-scale event generating substantial revenue.
Bi-product: Increased Sponsorship Interest and Attendances.
While the exact financial impact is estimated, based on industry figure, increased visibility, activity, and excitement surrounding the club will undoubtedly drive up attendance. Businesses that once provided substantial sponsorship revenue will return, and new national businesses will eagerly associate with what could become the most talked-about non-league club. Sponsors are drawn to excitement and success, and this plan delivers both.
Key to Success: Integration & Oversight
This plan is not about cherry-picking easy options. Its success lies in the interconnected nature of all six strategies, backed by a team with real expertise. This is the crux of the plan.
Why This Will Work
Entrepreneurial Leadership & Expertise
This project will be overseen by seasoned professionals in hospitality and festival planning, ensuring smooth execution and real results. Three experts have already agreed to provide free advisory support, reinforcing the plan’s credibility.
Proven Business Model
- Lewes already has two highly successful microbreweries, thriving through food, entertainment, and community engagement.
- The Dripping Pan offers a superior venue with organic footfall, giving Lewes FC a competitive edge.
This and other examples of local entrepreneurship in hospitality are the models we are going to follow, all proven to be successful from within the town and Lewes locality.
Community & Volunteer Engagement
Key to success is avoiding unreliable, unstructured staffing. Instead, we will:
- Assemble a highly professional hospitality team.
- Create structured volunteer opportunities for fans and young people.
- Appoint a dedicated Volunteer Coordinator to manage engagement effectively.
Conclusion: A Bold Future for Lewes FC
This initiative is a game-changer for Lewes FC. By leveraging the expertise of a committed team, we will:
- Generate substantial and sustainable revenue.
- Transform the match-day experience.
- Strengthen community ties.
- Position Lewes FC as a model for non-league football success.
It will be a difficult concept for many involved with the club, who have turned down my offers of help, that all of the tough struggles and failure to implement community and fan ownership and self sustainability could have been avoided and we could have a thriving football club, exceeding all of our Sussex rivals. Something they would not have had to lift a finger to do. It is sad that petty prejudices of a handful of so called Directors at Lewes, some of whom are still serving, have denied hundreds of people who have worked their socks off to build the club have lacked the financial support such an enterprising venture would have produced. The supporters have been denied productive and successful football and a decent day out at the Pan, not queuing. I feel sad as it would have been a challenge of a lifetime for me that I would have loved and successfully pulled off. Just watching so many people connected and working for the club and our brilliant volunteers and supporters reaping the benefits would be the achievement of my life and well worth volunteering to do for free.
It is the failure of the fan ownership model that the constitution simply allows directors to go rogue and ignore it’s excellent guidelines, that directors have felt no moral compulsion to adhere to the guidelines and why Lewes FC is now possibly heading into administration.
It is my opinion that whilst Trevor Wells and John Peel and historically any others are on a board, which has preferred the failed revenue-generating schemes, Mercury 13 and Lewes FC Holdings Ltd, instead of grassroots fan driven ideas, focus and business opportunities, Lewes FC will always fail to be the brilliant fan owned club it should be.
Make no mistake, the four of us who came up with this all believe the true figure the club can make is in excess of £3 million and the associated micro-brewery plan, which would ne a nationwide niche business supplying branded beers to all of the nations football clubs, would generate a further eight figure sum.
The Rights of Fans. 