Daniel McConnell

I mean, the minute that Mark Tye story landed on the front page of the Sunday Times and the subsequent book, and you see the scale of what went on there,

I'm just wondering, like, your first day in the job, what was confronting?

What was your priority going in on day one when you say, like, how do you start to clean up a mess of that nature?

And at what level?

Are you talking at the top level or are you talking at grassroots or across the board?

And not to interrupt you there, but can you understand from your remove having gone in as an outsider as to why that level of underinvestment had happened?

Like, were you given a rationale as to why that failure had sort of come about?

And just on that, again, we were talking about my own club, Glasnevin Football Club, and we don't have a permanent home.

We're reliant on council pitches, and I presume that's the same for a lot of clubs across not only Dublin but elsewhere.

Is there a roadmap to help those clubs get a permanent home, or is that still a way off?

Talk to me about the finances of the organisation and where you stand now, because I think one of the most iconic moments of that controversy was the idea of a chief executive cutting a cheque for 100,000 euro.

Hopefully you're not in the position of having to do that yourself now, are you?

I wish I had the personal cash flow to be able to do that, but no, I'm not.

And tickling again was one of the issues that came to the fore.

Back in the 90s, I think Joe Delaney, I think there was controversy around that in US 94 and then it has come the tickling system when the Aviva Stadium opened.

Talk to me about that.

How stands that whole approach to say corporate premium level selling and then also your season tickets?

Because as you say, it's 30,000 season tickets.

I mean, there's not many general tickets left if you're doing that.

How much is that now?