Can anyone help us with getting in touch with someone on the committee of the CSA please message us if you can Thank you 🍀

🍀 Join Lisbon Lion Jim Craig for a special statue fundraiser hosted by Matt McGlone 📅 Friday 3 July 2026 📍Grace’s Glasgow Irish Centre 🎵 Live music from Urban Gypsies 🦁 Hear classic stories live and first hand accounts 🎟️ Tickets: skiddle.com/whats-on/Glasgow…

The response to this has been incredible. Huge thanks to @PLZSoccer , Peter and the team for giving us the platform to lay out what Celtic Supporters Limited is building. If you haven’t watched it yet, give it 30 minutes. If you have, share it. The more eyes on this, the stronger the mandate. Questions? Want to get involved? Email us: info@celticsupporters.net The conversation is just getting started. 🟢⚪ #CSL #CelticFC #ParadoxPaper

Five days. One case. Here is where it lands. Celtic is one of the biggest clubs in world football, run like one of the most cautious. Profitable, £77.3m in the bank, and not one strategic plan published to its owners in nearly 40 years as a listed company. The cost of running year to year instead of to a plan, on Celtic's own audited numbers: about £37m more revenue a year by year five, roughly £78m of value foregone over five years. The investment to unlock it, around £50m, is already sitting in the bank. We scored the board against a 12-point framework on governance and communication. Celtic: 1.2 out of 5. Peer clubs: 4.1. Most of that gap costs nothing to close. Tier 1 of the fix needs no money and no regulator: publish a multi-year plan with real KPIs, set up a fan advisory board, and publish a capital-allocation policy that says what the cash is for. All of it is within the board's gift today. One supporter can't force any of this. Tens of thousands of scattered shareholders can't either. One organised block can. 5,000 of us is about 3% of every vote, the level a resolution can't be ignored. 10,000 is above 5%. Aggregate. Accumulate. Activate. We are not asking to run Celtic. We are asking for a board that answers to the people who own it. Read Day 5: celticsupporters.net/wp-cont… Join from £10 a month and be counted: celticsupporters.net

Day 4 of 5: The Celtic Paradox - "Aye, but what's the alternative?" Here it is. Benfica play in a TV market no bigger than Scotland's. 300,000 paying members. An academy that earned €743m in a decade. A strategy they publish for their fans. Same broadcast problem as us. On the Paradox's 12-point scorecard, Celtic scores 1.2 out of 5. The peer average is 4.1. That gap isn't money. Its intention. And intention can change. Read Day 4: celticsupporters.net/the-cel… Join from £10 a month: celticsupporters.net #CelticParadox #CSL

The Celtic Paradox. Day 3 of 5: The Governance Case. Celtic's biggest shareholder attended 0 of 6 board meetings last year. His son sat in for him, on terms the annual report doesn't disclose. Five of the eight directors are past the nine-year independence benchmark. The non-execs average 22.5 years in the same seats. None of it is illegal. All of it is a choice. About 29,000 ordinary shareholders, scattered, can't change any of it. One block can. Read Day 3 in full: celticsupporters.net/wp-cont… £10 a month adds your vote. Join at celticsupportersltd.co.uk #CelticParadox #CSL

Celtic has around nine million fans globally. The club's digital business is worth maybe £3m to £5m a year. Clubs of our size make several times that. It costs nothing but a plan to fix. So why hasn't it been? Join us and help us ask. celticsupporters.net Read Day 2, The Commercial Gap: celticsupporters.net/wp-cont… #CelticParadox #CSL

The Celtic Paradox. Day 1 of 5. A global brand on a parochial income base. @CelticFC It is the only Scottish club in the Brand Finance Football 50. Revenue up 136% in five years, to £143.6m. Profitable for four years running. £77.3m in the bank. And it earns in a league where domestic TV is worth about 3% of the one directly south. That part is structural, and no board can fix it. The Paradox is the rest: the parts a board does control run softer than clubs in the same or worse positions run theirs. Today we set it out. Tomorrow, where the gap opens up. Read it: celticsupporters.net/wp-cont… #CSL

Champions again 🥳🍾🏆🏆🏆🏆🏆

Celtic are the Champions for the 56th Time

Delay ‘til Final Day

Spot on👇 x.com/ClarkKe01956140/status…

37,000 shareholders. Only 1 voice heard. Explain that. This is not representation. This is control. We are fixing the balance. We are giving ownership a voice. #CSL That is how this gets done. #CSL @Pmacgiollabhain @ACSOMPOD @PaulJohnDykes @huddlebreakdown @yogijunior3 @celticfanzone @celticbars @ForCelts @HereCelts @CelticStarMag @20MinuteTims @TheIrishVoiceUK @ParadiseView88 @TheParkheadF @NaomhPadraigCSC @LurganCeltic @celtsinlondon @ahaggerty10 @AnthonyRJoseph @bhoysviews @NYFenianBhoys @PloughBhoysCSC @The_BronxBhoys @LisbonLionsCSC @Lisboncscbray please share

For the avoidance of doubt, neither the Celtic Fans Collective nor any affiliated groups have been consulted by Celtic FC on a new supporter engagement model. Without meaningful fan input, any structure the Club introduces will have no credibility from the outset.

Season ticket renewals are imminent. Want change? Join us. Send the message in our thousands. Delay ‘til Final Day.

@CelticFC talk about “fan engagement” and “improved digital experience” off the back of one of their biggest ever surveys.  Here is the reality for a match going fan at Paradise: • Antiquated ticketing systems that create friction before you even arrive • Freezing cold water in toilets in winter • Food facilities that barely meet basic expectations • Limited accessibility for disabled supporters • No serious provision for fans with cognitive conditions like dementia • Congestion, poor transport flow, and a matchday journey that feels unmanaged When was the last time the executive team experienced this end-to-end? Not hospitality. Not the boardroom. The actual fan journey. • Bought a ticket through the system • Travelled to the ground • Queued in the cold • Used the facilities • Left with 60,000 others Where is the evidence of: • Independent fan experience audits • Mystery shopper programmes • External benchmarking against elite European clubs • A published strategy to modernise the stadium experience Because this isn’t cosmetic. A proper fan experience strategy drives: • Longer dwell time in and around the stadium • Higher per-head spend • Stronger retention and loyalty • A more investable, modern football club Revenue is down nearly 30% year-on-year. Cash sits at £67m.  So where is the reinvestment into the one asset that never leaves, the fan? Fans are the product, the atmosphere, and the engine of this club. Treating them like an afterthought is not strategy. #CSL Please share… @TheIrishVoiceUK @huddlebreakdown @Pmacgiollabhain @mcgowan_stephen @ACSOMPOD @PaulJohnDykes @CelticStarMag @cancelticbhoy @20MinuteTims @ForCelts @celticbars @BergamoCelts @NaomhPadraigCSC @LurganCeltic @bhoysviews @NYFenianBhoys @PloughBhoysCSC @ahaggerty10 @AnthonyRJoseph

CSL members-only Facebook Group is live. facebook.com/groups/celticsu… For supporters who already own the club. Three questions on join, your CSL membership email verifies. Aggregate. Accumulate. Activate. Not a member? celticsupporters.net/member-… #CSL Please share… @TheIrishVoiceUK @huddlebreakdown @Pmacgiollabhain @mcgowan_stephen @ACSOMPOD @PaulJohnDykes @CelticStarMag @cancelticbhoy @20MinuteTims @ForCelts @celticbars @BergamoCelts @NaomhPadraigCSC @LurganCeltic @bhoysviews @NYFenianBhoys @PloughBhoysCSC @ahaggerty10 @AnthonyRJoseph

David Low - Director of CSL. Well worth a listen. #CSL