The AFL has today announced its new organisational model as it continues to adjust to the challenges caused by the ongoing impact of the COVID-19 pandemic.

The restructure, undertaken over the past few months, focused on four key areas of the AFL business – AFL House, Marvel Stadium, AFL State Entities and AFL Industry Club Shared Services - and how the organisation and football community will adjust and operate differently given the significant financial challenges facing the industry.
 
AFL Chief Executive Gillon McLachlan said the COVID-19 pandemic had a significant financial impact on the entire football community and it was important the AFL review its future strategic priorities as well as the structure and business model required to ensure the future health of the game at all levels.
 
He said the decision had been taken to reset the AFL business model to ensure it was leaner and more agile, to respond to a changing and uncertain environment at a time where finances had been depleted and current and future industry revenue had been impacted.
 
He said the AFL had a responsibility to take decisive action now to ensure that the industry and future of football at all levels was preserved and that the game remained affordable and accessible to all.
 
“For our industry and game to emerge stronger from this ongoing Covid-19 challenge and the increased uncertainty we face over coming years, we need to significantly change our business model for not only the AFL but the wider football community. We have very clear priorities that we need to focus on, and I am confident that we have made the right decisions around the structure needed to deliver on those key priorities,” Mr McLachlan said.
 
"We know that everyone in football is hurting and there are hard decisions being made but we simply cannot shift the burden to our members, supporters or the 1.7 million people who participate in our game, because every family is facing the impact of this pandemic,” Mr McLachlan said.
 
While continuing to drive the growth and success of our elite competitions, the restructure will see the AFL focus on four key strategic objectives:

1. Re-build financial strength – Travis Auld to oversee this agenda including reducing our industry debt levels and building future financial security. A new General Manager Finance will be appointed to bolster this focus.
 
2. Fan First –  In a newly formed department led by Kylie Rogers, there will be an enhanced focus on our fans and audience – keeping the game affordable and accessible, and in particular a focus on growth in our northern markets where fans have embraced our game over the past several months.
 
3. Investment in community football – despite our financial challenges, we know the importance of continuing to grow our game at grass roots and support our community clubs who need our assistance more than ever after the devastating impact of the bushfires earlier this year and COVID.
 
4. Investment in technology – as the impact of COVID continues to be ongoing and uncertain there is a need to invest in technology for fans to enjoy our game and broader content offering in different ways beyond just our traditional game day. Technology will also drive key efficiency in how we will operate under the new structure.
 
In order to support the delivery of the key priorities, the changes announced today include:

• AFL Executive Darren Birch will leave the organisation and Ray Gunston will transition to an industry advisory role in a consulting capacity. Patrick Keane will continue in his role as Office of CEO but will no longer be a member of the Executive team.
• Complete the full integration of Marvel Stadium into the AFL with a newly formed Stadium Operations team reporting to Kylie Rogers as EGM Commercial and Customer.
• The Stadium / Docklands precinct redevelopment will be led by Travis Auld as EGM Finance, Clubs and Broadcasting
• A stronger focus on our game day fan experience – in stadium and at home
• Integrate the AFL and AFL State Entities with a strong focus on nationally co-ordinated programs and local delivery with a clear mandate on continuing to invest in community football and grow participation in all States.
• A reduction in approximately 20 per cent of roles across the AFL nationally.
• An enhanced focus on diversity and inclusion across our workforce, talent programs, participation and audience to drive greater outcomes across the AFL.
• The establishment of an expanded Club Shared Services model that will lead to driving greater productivity, enhanced capability and efficiency across the industry. The AFL and Clubs will work collectively on the scope and implementation of this project over the next 24 months.
• A revised model developed in 2021 for second tier competitions, along with NAB AFL and NAB AFLW pathways, to drive greater alignment from community football to the elite game.
• Continued investment in female football at all levels nationally.

“The reality is that we will lose talented, committed, passionate football people from our organisation and that is incredibly difficult, but this pandemic has forced every business, every family and every individual to take steps that no-one had planned.” Mr McLachlan said.
 
“The necessity of operating differently during the pandemic, along with experiencing a reduction in revenue, has forced us to explore and understand what we can do differently and what we are capable of, and also what we need to continue to achieve to keep the industry strong. I am very grateful for all those who have worked tirelessly to ensure our successful return to play. 
 
“We are also acutely aware that every household of football supporters and members has been impacted in some way, which might include their ability to pay to play or support their clubs. We won’t shift the cost burden to our supporters, so we have to look at how we can be more focused in what we do to build the game. As hard as that is, there is no alternative.
 
"The challenge is far from over and we will continue to be flexible in how we respond but it was important to take decisive action now to re-set our focus, our model of operating and our expectations.”
 
Mr McLachlan said it is anticipated the changes will impact on a number of employees but that the organisation would take part in a consultation process, providing the opportunity for team members to provide feedback before finalising the organisational structure over the coming days.
 
The new structure will be effective from 1 November.
 
Restructured AFL Executive Team

• Steve Hocking – EGM Football
• Kylie Rogers – EGM Commercial and Customer 
• Travis Auld – EGM Finance, Clubs and Broadcasting
• Sarah Fair – EGM People
• Andrew Dillon – EGM Game Development/General Counsel 
• Tanya Hosch – EGM Inclusion & Social Policy
• Walter Lee – EGM Strategy 
• Brian Walsh – EGM Corporate Affairs

Kylie Rogers will continue to lead Commercial including corporate partnerships, membership, premium products, ticketing and events and will now oversee marketing, digital media including the AFL’s website (afl.com.au), Marvel Stadium operations, and the customer and fan experience. 
 
Travis Auld will now lead the Marvel Stadium and Docklands Precinct redevelopment and AFL major projects. He will also continue to lead finance, clubs, broadcasting and fixturing portfolios.
 
Ray Gunston will transition to a treasury and capital investment advisory role in a consulting capacity. 
 
“Ray is an accomplished business executive, who has provided the AFL with great leadership and counsel. He continues to be highly sought-after for numerous board positions and the new advisory role will allow him to pursue these other commitments and aspirations. He will not be lost to us, as we will need his expertise and experience in an advisory capacity to steer us through the next phase.” Mr McLachlan said,

Darren Birch departs the AFL after 15 years of great service to the game, including 10 years as an AFL Executive, after first starting in 2005 as AFL Membership Manager. He was General Manager AFL Commercial (2010-2017) before taking on the role of General Manager Growth, Digital and Audiences (2017-2020). 
 
Darren has most recently had responsibility for setting up and leading the AFL High Performance Centres in Queensland and WA, which has been vital in ensuring our competition was able to resume and will continue to do so until the conclusion of the season.
 
“Darren’s commitment to the AFL across multiple roles and functions has been second to none.” Mr McLachlan said.
 
“He has been an integral part of the commercial success of the business over a long period of time, and most recently leading our growth within the northern markets and kids’ portfolios, along with our digital media business’ transformation, turning AFL Media into the largest sporting audience in the country.”
 
“His most recent work in setting up the high-performance centres has allowed our game to go on and is reflective of his dedication to the game and his ability to deliver.  Darren will be a great asset for any organisation in whatever he decides to do next.”
 
Mr McLachlan said as part of the structural changes, he was also looking to boost the focus on the industry’s Aboriginal and Torres Strait Islander agenda.  He said the AFL would move to appoint a new senior National Talent Diversity manager to lead the Indigenous and Multicultural talent programs across the country. Changes to the structure also mean further progressing our equality and inclusion agenda across our workforce, our audiences, talent programs and participation.
 
Former Essendon and Melbourne CEO Peter Jackson, who had recently completed a review of the AFL Indigenous Advisory Council (IAC), has been asked to work with Tanya Hosch and IAC chairman Paul Briggs to implement the review’s recommendations including changes to the Council’s governance structure to further enhance the operation and voice of the Council. 
 
Mr McLachlan said as the industry underwent structural change it was important to ensure ongoing alignment from the IAC through to the AFL, clubs, AFLPA, Past Players Alliance and Industry Partners in driving the code’s coordinated Aboriginal and Torres Strait Islander agenda.
 
Integration of Marvel Stadium
 
Marvel Stadium has now formally integrated into the AFL structure. Kylie Rogers will be the AFL Executive General Manager in charge, with former stadium CEO Michael Green leading as Head of Stadium Operations. 
 
The Marvel Stadium and Docklands Precinct redevelopment will sit under Travis Auld with the dedicated precinct redevelopment team to be led by General Manager of Property Development Matthew Chun. 
 
“Marvel Stadium is a fantastic asset for the AFL business, our end goal was to always fully integrate the stadium business into the AFL, which in turn will provided fans, at any event, the best possible experience.” Mr McLachlan said.
 
“Once the redevelopment is completed, we aim to have the leading multi-purpose stadium and surrounding precinct in the world.”
 
State Offices / Community Footy
 
The AFL state offices across NSW, Victoria, Queensland, Tasmania and Northern Territory have been re-structured to focus more on community football, growth in participation and development of facilities. 
 
General Manager - Game Development Sam Graham will lead the team, reporting into EGM Game Development Andrew Dillon.
 
AFL State based leaders

• Head of AFL Victoria - Brad Scott
• Head of AFL Queensland – Trish Squires
• Head of AFL NSW / ACT – Tiffany Robertson
• Head of AFL Tasmania – Damian Gill
• Head of AFL NT – Stuart Totham

“Community Football at all levels will always remain a priority. Each State and Territory has different challenges and areas of focus, but a national model of co-ordinated programs with localised delivery will help each market grow the game and provide the necessary support to our community leagues and clubs.” Mr McLachlan said.
 
“We are also committed to the $18m investment into Victorian regional community football that we signalled last year.”
 
“We have built an outstanding team at the AFL. There will be great people who leave our organisation whose commitment and passion will leave a lasting legacy. 
 
“The AFL and Club finances will continue to be significantly impacted beyond this season and we need to make sure we focus our energy and our resources on our new key priorities in order to re-build the industry’s financial strength and safeguard the game.”