Mo 🇮🇶

An update from Jesse Derry. 💙

big up to him for keeping it real! People we can be part of the problem or part of the solution! I chose #BlueCoOut

I sat down to record a video today! 3 times I recorded and I deleted the video! I can’t even upload what my thoughts are right now! This CLUB is being destroyed in front of our eyes! Just watched a stream on @MineralsFC and he said a lot of what I was thinking…..

EVERYONE MAKE SURE YOURE THERE 🚨🚨

Hussain Ali only knows to score BANGERS! What a player 🫡🇮🇶

@IraqFootballPod 🤣

POV: You’re watching Iraq at the World Cup for the first time in your life 🇮🇶🏆 And you hear “Ali” every 2 seconds 😂 So… how many Alis do we actually need to win it all? Comment below 👇 تخيل تشوف العراق بكأس العالم لأول مرة بحياتك 🇮🇶🏆 وكل دقيقتين تسمع اسم “علي” 😂 زين… كم علي نحتاج حتى نجيب الكأس؟ اكتب رأيك بالكومنت 👇

@bobbyfairview 100%

@The_Blue_Lounge 🫡 The best disinfectant is some daylight.

We started a snowball effect! @bobbyfairview keep it going my guy people are starting to listen 🫡

@bobbyfairview @ebehdad Well said Bobby!

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

@IraqFootballPod @DAZNFootball Iraq is mad about football and @DAZNFootball should be looking to tap into that market! @IraqFootballPod will be a great source and an asset!

Iraqi football needs proper global representation at this World Cup 🇮🇶 If you believe our game deserves a louder voice in Western media, drop a comment below and get involved. Let’s make sure Iraq is heard on the biggest stage. Let’s go. 🇮🇶🔥 Tag @DAZNFootball below! 👇 #dazn48 كرة القدم العراقية اليوم تحتاج صوت يوصل للعالم، وتمثيل حقيقي في الإعلام الغربي مع اقتراب كأس العالم 🇮🇶 إذا تشوف أن قصة العراق لازم تنسمع بشكل أكبر، وأن منتخبنا يستحق مساحة أوسع على الساحة العالمية، اكتب رأيك بالتعليقات 👇 خلّينا نخلي صوت الكرة العراقية حاضر بقوة على أكبر المنصات 🌍🔥 📌 ولا تنسون تَمنشنون @daznfootball بالتعليقات.

This is a very good question. My view is that a sell-to-buy model is inevitably a death spiral because it is not accretive to sporting outcomes nor enterprise value for a 2033 sale. If you’re buying young players at high cost, amortizing those costs through the P&L, and then selling them to generate disposal gains to offset operating losses, you are not creating net value. Each buying cycle requires you to spend more to replace what you sold, and the disposal gains are one-off rather than recurring. The compounding problem is that you are destroying the asset base that generates future revenue (squad quality, commercial value, prize money from performance) in order to fund the current season. Replacement costs inflate and the squad ceiling lowers each time. This means the death spiral accelerates with each cycle increasing the cash burn that the next round of sales must cover. How did Blueco not learn that from their ChatGPT? Because we know that is how they are managing this club. #BluecoOUT

🚨 🇮🇶 🇪🇸 CONFIRMED : The Iraqi national team will take on Spain on the 4th June in the Riazor Stadium located in the city of La Coruña.

🚨 OFFICIAL: Iran will play at the 2026 World Cup, says FIFA president Gianni Infantino. “It’s very clear, Iran will be there and our responsibility is to unite”.

@Arsenalnewschan @DJSAVJ @FourFourTwo 🤣 you lot are funny as hell 🤣

🚨 Cesc Fabregas 🇪🇸 is reportedly willing to hold out for the #Arsenal job and would reject Chelsea, should they make an approach this summer 🗞️ [ @FourFourTwo ]

@IraqFootballPod Haha you’re asking for trouble with this one! Staying with the Iraqi theme do managers next!

I’m looking for your ideas on content similar to this. What would you guys like me to do in future reels? Send me your challenges!! 👀

@Footballtweet Mexico 1986!

Be honest… what’s the FIRST World Cup you remember watching? 🤔

If you’re on TikTok or Instagram, remember to follow us on there too! Help us reach 10,000 followers on TikTok! 🙏 Username: @IraqFootballPod Let’s go! 🔥 🇮🇶

@IraqFootballPod Already following you on 3 out of the 4, not really active on intsa!