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Oliver's Army said:
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The development of the non playing area has been immense and something we have never had in all the time ive supported this club . We have experienced and well connected individuals throughout the senior team .. A Business of our turnover would rarely have such a set of Leaders .. long may it continue
 
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Leeds United had a disappointing end to the transfer window, failing to get a final signing over the line. On Tuesday, less than 24 hours after the summer transfer window closed, Leeds’s managing director Robbie Evans spoke to the media.

The newly-promoted side brought in 10 players, but Evans went into a range of topics, including the final-day disappointment as they failed to bring in Harry Wilson, Leeds’s profit and sustainability regulations state of play, Illan Meslier’s future and more.

This is the transcript of the questions asked and the answers that Evans gave.

Leeds United's managing director, Robbie Evans: Unequivocally, we are maxing out PSR this season, just as last season and the season before. That is something that would be verifiable when the accounts come out, whenever they come out. There’s no point in trying to lie about that.

As far as the relative aggression or ambition financially between Leeds and Sunderland (goes): as a sports business nerd, they are fascinating, duelling case studies.

Sunderland has, in my view, the perfect storm, in a good way, of creating PSR room between the combination of, as far as I’m aware, little or no operating loss (over the) last two seasons, very low wage bill, gets promoted, sells their top talents for tens of millions.

They are effectively carrying no prior losses and a player sale profit into the Premier League, where they have a 48,000-person stadium waiting for them to sell out every game.Those conditions have never existed in the history of PSR.

My guess is Sunderland has the highest cap room in the history of PSR, and they have been very aggressive in that, which they deserve a lot of credit for. That happened as a part of their long-term plan, building up from the youth movement.

Leeds comes from almost the exact opposite position. Last year, Leeds had to get promoted because of the level of past player investment, wage bill, etc. We doubled down on as much quality as possible last season to maximise our promotion odds.

We carried a big wage bill two years ago, a big wage bill a year ago. We lost roughly £60m in our company’s accounts in the fiscal year 2024. That loss is inside of our three-year PSR window. Between two years in the Championship and one year in the Premier League, you’re allowed PSR losses of £61m.

Those numbers are very similar, meaning this year, we have to operate very efficiently to make our three-year window work. Within that, we have, frankly, been able to get more done through a combination of aggressive contracting and commercial success and other elements to maximise our spend this season, to get more player quality in than expected.

We are in almost entirely different circumstances to Sunderland because even though I know they’re being compared to us because we are both promoted sides, from a broader, long-term financial perspective, they’re almost complete opposites in terms of how they’re entering this particular year from a PSR perspective.

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