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@Kobas_Mask

@Chelseafc @Chiefs

Kwamakhutha eDubane 🤙🏼🤟🏼 Katılım Eylül 2020
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Football Tweet ⚽
Football Tweet ⚽@Footballtweet·
🚨 At the age of 41, Thiago Silva has just won the Portuguese league with Porto, adding another title to his incredible career! 👏😍🇧🇷 🇪🇺⭐️ ✖️1 Champions League 🇧🇷🏆 ✖️1 Copa America 🌍🏆 ✖️1 Club World Cup 🇫🇷🏆 ✖️7 Ligue 1 🇵🇹🏆 ✖️1 Liga Portugal 🇮🇹🏆 ✖️1 Serie A 🇪🇺🏆 ✖️1 UEFA Super Cup 🇮🇹🏆 ✖️1 Italian Super Cup 🇫🇷🏆 ✖️5 Coupe de France 🇫🇷🏆 ✖️7 Trophée des Champions 🇫🇷🏆 ✖️6 Coupe de la Ligue 🇧🇷🏆 ✖️1 Copa do Brasil A living legend. ❤️
Football Tweet ⚽ tweet media
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Thiago Silva
Thiago Silva@tsilva3·
A história deve ser respeitada. O presente deve ser celebrado. 3️⃣3️⃣🏆
Thiago Silva tweet media
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Thiago Silva
Thiago Silva@tsilva3·
Voltar a este clube histórico pela segunda vez já era muito especial. Mas ajudar esta equipe a conquistar o trigésimo primeiro título significa mais do que posso expressar em palavras. Obrigado ao clube, aos meus companheiros, à minha família e, claro, aos Portistas, por quem fazemos tudo e que são o coração do clube 3️⃣1️⃣🏆 Aproveitem os momentos conosco. Vamos, @FCPorto 🐉💙
Thiago Silva tweet mediaThiago Silva tweet mediaThiago Silva tweet media
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Bʀᴏᴡɴ
Bʀᴏᴡɴ@DoctourBrown·
The calm before the storm.
Bʀᴏᴡɴ tweet media
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Music is Life!!!
Music is Life!!!@Mr_HUMA·
That Khuli Chana flow 🔥
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Man’s NOT Barry Roux
Man’s NOT Barry Roux@AdvoBarryRoux·
If this appears on your timeline kindly REPORT! 💔 Omphile Sethole (2) was kidnapped from her home in Ga-Mabuela village during the early hours of Saturday 2/5/26. Omphile was wearing a pink jersey and black tights. For any info kindly contact the nearest police station.
Man’s NOT Barry Roux tweet mediaMan’s NOT Barry Roux tweet media
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NotAProjectCFC
NotAProjectCFC@NotAProjectCFC·
🚨An important read🚨
Bobby F. 🍁@bobbyfairview

Dear @ebehdad RE: The Conflict of Perverse Incentives I want to be fair to you. You had less than a month to structure a complex billion pound transaction, so some mistakes were always going to happen. But the mistake I’m describing isn’t an execution error. It’s a conceptual flaw baked into the deal from day one, and it has permanently poisoned your strategic position. You built a structure with three stakeholder groups, and you only have a fiduciary duty to one of them. That was always going to end badly. Let me explain why. A man came to you and said he had £300m and wanted to buy a business for £4.2bn. Two of his mates would chip in £300m each. You lent him the rest. To their credit, they’ve been matching cash calls ever since. But here is what you actually agreed to: you needed Boehly’s money, which meant Boehly got something in return. What he got was influence over the sporting operation. And the first thing he did with it was sack Thomas Tuchel so he could have his dressing room access. That decision, made to protect your financial relationship with a co-investor who couldn’t actually afford the asset, is what set everything else in motion. Roman left you a blueprint. He won trophies, built a global brand, and maintained a fair value that always exceeded his cost basis. Central to that was Cobham. Fans across England sing “he’s one of our own” for a reason. That bond between a club and its homegrown players is not sentiment. It is enterprise value. You dismantled it. You sold the graduates and killed the pipeline, not because it made sporting sense, but because your financial model required short term asset monetisation over long term brand construction. You have now spent more on transfers than any ownership group in the history of football. Chelsea are currently 9th. Below Brentford. Below Brighton. That is the sporting output of your model, and those fans who sang “he’s one of our own” have noticed. Here is where your conceptual flaw becomes permanent. Boehly has £100m of interest accrued and payable to Ares. You have at least £600m sitting in the Cayman Islands, accruing and payable to COP III. Across the group the interest bill is approaching £400m this year. That means you have no choice but to run this club for one purpose: to make debt service payments. Managing a football club to pay interest has never worked in the history of this game unless you’re Manchester United. Your problem is that you don’t have their revenues. So you are flipping players to fund cash flow. There will be no properly experienced signings. No manager with real authority. No trophies. You’re caught in a sell-to-buy death spiral and fans have worked out exactly what is happening. If you’ve made it this far in my letter, this is the part I’d encourage you to sit up and focus on. You need the fans more than they need you. Every day more of them are learning what this structure actually means for the club they love, and they are making a rational decision: do not buy the brand of an owner who is just here to pay interest. Your perverse incentive is to balance the books, manage the asset, and extract the best possible valuation before the debt matures. Their perverse incentive is to make sure you never get there, because the only exit that actually serves their interests is Ares foreclosing and forcing a sale to someone who can run this club properly. Think about what that means. The fans who generate the revenue you need to service your debt are now rationally incentivised to undermine that revenue. You created a structure where your key stakeholder group is rooting for your creditor to take the club from you. That is not a communication problem or a PR problem. It is a structural conflict with no resolution inside your current ownership model. I’m not sure what the long term prognosis is for a business in that position. But I think you already know. Yours truly, bf

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Bobby F. 🍁
Bobby F. 🍁@bobbyfairview·
Dear @ebehdad RE: The Conflict of Perverse Incentives I want to be fair to you. You had less than a month to structure a complex billion pound transaction, so some mistakes were always going to happen. But the mistake I’m describing isn’t an execution error. It’s a conceptual flaw baked into the deal from day one, and it has permanently poisoned your strategic position. You built a structure with three stakeholder groups, and you only have a fiduciary duty to one of them. That was always going to end badly. Let me explain why. A man came to you and said he had £300m and wanted to buy a business for £4.2bn. Two of his mates would chip in £300m each. You lent him the rest. To their credit, they’ve been matching cash calls ever since. But here is what you actually agreed to: you needed Boehly’s money, which meant Boehly got something in return. What he got was influence over the sporting operation. And the first thing he did with it was sack Thomas Tuchel so he could have his dressing room access. That decision, made to protect your financial relationship with a co-investor who couldn’t actually afford the asset, is what set everything else in motion. Roman left you a blueprint. He won trophies, built a global brand, and maintained a fair value that always exceeded his cost basis. Central to that was Cobham. Fans across England sing “he’s one of our own” for a reason. That bond between a club and its homegrown players is not sentiment. It is enterprise value. You dismantled it. You sold the graduates and killed the pipeline, not because it made sporting sense, but because your financial model required short term asset monetisation over long term brand construction. You have now spent more on transfers than any ownership group in the history of football. Chelsea are currently 9th. Below Brentford. Below Brighton. That is the sporting output of your model, and those fans who sang “he’s one of our own” have noticed. Here is where your conceptual flaw becomes permanent. Boehly has £100m of interest accrued and payable to Ares. You have at least £600m sitting in the Cayman Islands, accruing and payable to COP III. Across the group the interest bill is approaching £400m this year. That means you have no choice but to run this club for one purpose: to make debt service payments. Managing a football club to pay interest has never worked in the history of this game unless you’re Manchester United. Your problem is that you don’t have their revenues. So you are flipping players to fund cash flow. There will be no properly experienced signings. No manager with real authority. No trophies. You’re caught in a sell-to-buy death spiral and fans have worked out exactly what is happening. If you’ve made it this far in my letter, this is the part I’d encourage you to sit up and focus on. You need the fans more than they need you. Every day more of them are learning what this structure actually means for the club they love, and they are making a rational decision: do not buy the brand of an owner who is just here to pay interest. Your perverse incentive is to balance the books, manage the asset, and extract the best possible valuation before the debt matures. Their perverse incentive is to make sure you never get there, because the only exit that actually serves their interests is Ares foreclosing and forcing a sale to someone who can run this club properly. Think about what that means. The fans who generate the revenue you need to service your debt are now rationally incentivised to undermine that revenue. You created a structure where your key stakeholder group is rooting for your creditor to take the club from you. That is not a communication problem or a PR problem. It is a structural conflict with no resolution inside your current ownership model. I’m not sure what the long term prognosis is for a business in that position. But I think you already know. Yours truly, bf
Fabrizio Romano@FabrizioRomano

🚨 Behdad Eghbali: “There is a plan. We reflect on the plan”. “We try to improve the plan and tweak the plan if it’s not working. The message is we’re committed”, said at CAA World Congress via @TheAthleticFC.

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The Athletic | Football
The Athletic | Football@TheAthleticFC·
Petr Cech spent 15 years at Chelsea. During his time at the club, he won the Premier League (four times) and the Champions League, and even spoke to fans protesting against the European Super League in 2021. Given his association with the club as both a player and a technical and performance advisor, few understand Chelsea better than him. But even he doesn’t recognise this new iteration of Chelsea - he views the current club as “completely different”. @nnamdionye speaks to Cech ⤵️ 🔗 nytimes.com/athletic/72461…
The Athletic | Football tweet media
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Music is Life!!!
Music is Life!!!@Mr_HUMA·
Big Nuz - Sting Ray
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Younes H-Hamou
Younes H-Hamou@youneshhamou_·
WOW. JUST WOW. LANDED! Standing ovation for this please 👏👏👏 Salute to you @bobbyfairview #BlueCoOut
Bobby F. 🍁@bobbyfairview

Dear @ebehdad RE: The Conflict of Perverse Incentives I want to be fair to you. You had less than a month to structure a complex billion pound transaction, so some mistakes were always going to happen. But the mistake I’m describing isn’t an execution error. It’s a conceptual flaw baked into the deal from day one, and it has permanently poisoned your strategic position. You built a structure with three stakeholder groups, and you only have a fiduciary duty to one of them. That was always going to end badly. Let me explain why. A man came to you and said he had £300m and wanted to buy a business for £4.2bn. Two of his mates would chip in £300m each. You lent him the rest. To their credit, they’ve been matching cash calls ever since. But here is what you actually agreed to: you needed Boehly’s money, which meant Boehly got something in return. What he got was influence over the sporting operation. And the first thing he did with it was sack Thomas Tuchel so he could have his dressing room access. That decision, made to protect your financial relationship with a co-investor who couldn’t actually afford the asset, is what set everything else in motion. Roman left you a blueprint. He won trophies, built a global brand, and maintained a fair value that always exceeded his cost basis. Central to that was Cobham. Fans across England sing “he’s one of our own” for a reason. That bond between a club and its homegrown players is not sentiment. It is enterprise value. You dismantled it. You sold the graduates and killed the pipeline, not because it made sporting sense, but because your financial model required short term asset monetisation over long term brand construction. You have now spent more on transfers than any ownership group in the history of football. Chelsea are currently 9th. Below Brentford. Below Brighton. That is the sporting output of your model, and those fans who sang “he’s one of our own” have noticed. Here is where your conceptual flaw becomes permanent. Boehly has £100m of interest accrued and payable to Ares. You have at least £600m sitting in the Cayman Islands, accruing and payable to COP III. Across the group the interest bill is approaching £400m this year. That means you have no choice but to run this club for one purpose: to make debt service payments. Managing a football club to pay interest has never worked in the history of this game unless you’re Manchester United. Your problem is that you don’t have their revenues. So you are flipping players to fund cash flow. There will be no properly experienced signings. No manager with real authority. No trophies. You’re caught in a sell-to-buy death spiral and fans have worked out exactly what is happening. If you’ve made it this far in my letter, this is the part I’d encourage you to sit up and focus on. You need the fans more than they need you. Every day more of them are learning what this structure actually means for the club they love, and they are making a rational decision: do not buy the brand of an owner who is just here to pay interest. Your perverse incentive is to balance the books, manage the asset, and extract the best possible valuation before the debt matures. Their perverse incentive is to make sure you never get there, because the only exit that actually serves their interests is Ares foreclosing and forcing a sale to someone who can run this club properly. Think about what that means. The fans who generate the revenue you need to service your debt are now rationally incentivised to undermine that revenue. You created a structure where your key stakeholder group is rooting for your creditor to take the club from you. That is not a communication problem or a PR problem. It is a structural conflict with no resolution inside your current ownership model. I’m not sure what the long term prognosis is for a business in that position. But I think you already know. Yours truly, bf

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Music is Life!!!
Music is Life!!!@Mr_HUMA·
Rhythmic Elements - 2 By 2
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Darko
Darko@Darko_Baba·
Chelsea fans praying for Bournemouth to drop points, can you imagine ? Year 4 under these bastards. #BLUECOOUT
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Darko
Darko@Darko_Baba·
The damage that’s been done in 4 years I understand those that are hesitant, personally I been following him before he came prem and I rate him highly.
richard@richylad1994

@Darko_Baba Iraola is such a good gaffer man lost his whole back 4 keeper best winger and has bournmouth ina champions league place playing beautiful football yet chelsea fans will turn there nose up at him 😭😭😭🤣🤣🤣🤣

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Chelsea Dodgers
Chelsea Dodgers@TheBlueDodger·
Didier Drogba via IG. 👑 #CFC
Chelsea Dodgers tweet media
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Kaizer Chiefs
Kaizer Chiefs@KaizerChiefs·
Congratulations Dr. Theophilus Doctor Khumalo! Kaizer Chiefs Football Club proudly congratulates club legend Theophilus Khumalo on being conferred an Honorary Doctorate by the Tshwane University of Technology (TUT). From dazzling defenders at Naturena to inspiring the next generation, your contribution to South African football and community development continues to shine. Amakhosi salute you, Doctor Khumalo. Once a Glamour Boy, always a Glamour Boy. #KaizerChiefs #DoctorKhumalo #DrDoctorKhumalo #16V #HonoraryDoctorate #Amakhosi4Life
Kaizer Chiefs tweet media
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Rhythmnreality
Rhythmnreality@rhythmnreality·
I’m just a bachelor…🎤 You know the rest‼️ Pony - Ginuwine (1996) Produced by Timbaland 🔥
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O.T.G
O.T.G@ParisEighty·
Something in My Heart · Michel'le 📌
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FRSHOUT Hip Hop
FRSHOUT Hip Hop@FrshoutHipHop·
LL Cool J (@llcoolj) - Luv U Better (2002) 🔥🔥🔥
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