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Boehly adamant Chelsea finances are in order

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Boehly adamant Chelsea finances are in order

Chelsea’s American owner Todd Boehly is confident the club will not breach the Premier League’s Profit and Sustainability Rules (PSR) despite their latest accounts showing losses of £89.1 million ($111m) for the financial year ending in June 2023.

The Premier League rules stipulate that a club can lose no more than £105 million over a three-year period, with Everton and Nottingham Forest having faced points penalties this season for exceeding that limit.

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Chelsea’s losses in the previous season amounted to £121.4m, and the 2019-20 season, in which they made a profit of £36m, will not be included in the next set of PSR calculations in December.

“The club continues to balance success on the field together with the financial imperatives of complying with UEFA and Premier League financial regulations,” Boehly said in the accounts.

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“The club has complied with these since their inception in 2012 and expects to do so in the foreseeable future.”

The west London team’s acquisitions have been heavily scrutinised having spent more than £1 billion on players since Boehly took over the team in May 2022, leading to Sky Sports pundit Gary Neville calling them “billion-pound bottle jobs” after they lost in the Carabao Cup final to a youthful Liverpool team in February.

The 2022-23 financial year saw £745.2m spent on talent, while the accounts show an added £454.1m has already been spent on players since the end of that period on signings including Moisés Caicedo, Romeo Lavia and Cole Palmer.

Chelsea have raised money through the offloading of players in that time as well — most notably sending Kai Havertz to Arsenal, Kalidou Koulibaly to Saudi Pro League team Al Hilal and Timo Werner to RB Leipzig.

Chelsea’s spending on player wages is also shown to have grown considerably in the accounts, leaping from £340.2m for the financial year ending in 2022 to £404m in 2023 — the second highest in the division behind treble winners Manchester City.

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The accounts also show that the losses for 2022-23 would have been heavier were it not for Chelsea’s sale of hotel buildings to its parent company BlueCo for £76.3m. While the English Football League, which operates the other divisions of professional football in England, excludes asset sales from its financial rules calculations, the Premier League allows for such income to counted.

A proposal to change that rule was considered in 2021, however it was not put to a vote owing to opposition from the clubs in the Premier League, sources told ESPN.

The accounts come off the back of data from the Football Association that showed Chelsea spent more money on agent fees than any other club in the Premier League, paying £75m to intermediaries.

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Finance

Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

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Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

Mayer Brown is a proud sponsor of Proximo Congress 2026. This senior meeting of the US energy, infrastructure, and digital infrastructure finance community is shaped around the questions credit and investment committees are actually asking in 2026: how asset classes are converging, how risk is being priced in a recalibrated policy and geopolitical environment, and how public and private capital are being structured together to deliver projects at scale.

Mayer Brown has also been recognized for three separate awards which will be presented during the event. These awards include:

  • Proximo North America Transport Deal of the Year 2025 – SR 400 Peach Partners
  • Proximo North America Rail Deal of the Year 2025 – Brightline West
  • Proximo North America LNG Deal of the Year 2025 – Port Arthur LNG 2

For more information, visit the event website. 

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Finance

What are nonconforming mortgages and what are the risks?

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What are nonconforming mortgages and what are the risks?

If you have ever taken out a mortgage, you’ll know there are a lot of requirements to meet. You may need to put down a certain amount and have a debt-to-income ratio below a certain threshold. You may also run into limits on how much you can borrow or what sources of income the lender will count.

These rules do not apply to all mortgages — just to conforming mortgages, which is what the majority of borrowers take out. However, mortgage lenders are increasingly offering what are known as nonconforming loans, or mortgages that do not “comply with every one of the strict standards put in place after the housing crisis,” said The Wall Street Journal. While “still a small portion,” the “share of mortgages using alternative lending practices” has “doubled in size over the past three years.”

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

What U.S. consumers ask of their credit cards has changed. For financially stressed households, it has little to do with rewards.

As more households turn to credit cards to manage liquidity and cover everyday expenses, a new set of practical concerns is driving card behavior: Can the card help avoid a missed payment? Can it make balances easier to track? Can it provide enough visibility into available credit and upcoming obligations to help manage an uncertain month?

Those concerns are beginning to reorder what consumers value most in their credit card relationships.

That evidence is clear in “Winning Top of Wallet: How Credit Card Apps Shape Choice,” a PYMNTS Intelligence and Elan Credit Card report examining how consumers use mobile apps to manage spending, payments and engagement across their credit card portfolios. The report found 30% of consumers primarily use credit cards to build credit or extend purchasing power, while another 22% primarily use cards for cash flow management, together outweighing rewards-based usage.

The divide is more pronounced among financially stressed households. Among consumers living paycheck to paycheck and struggling to pay bills, 40% cited credit dependence as their primary reason for using credit cards. Just 11% pointed to rewards.

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For a growing share of consumers, credit cards are functioning less like discretionary spending products and more like liquidity management tools.

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What Matters Most

That evolution is also changing which app features matter most.

Among cash flow-focused consumers, 31% said scheduling payments or autopay encouraged them to spend more on a card, while 27% cited alerts and reminders. Credit-motivated consumers showed similarly high engagement with tools tied to available credit visibility and payment timing.

Rewards still influence spending behavior, particularly among financially stable households. Half of consumers who prioritize rewards said tracking or redeeming rewards through a mobile app encouraged them to spend more on the card.

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But the report suggests that financial stress changes the hierarchy of engagement. As household budgets tighten, rewards become less central than predictability, visibility and control.

That shift helps explain why mobile apps increasingly influence which cards become top of wallet.

Among credit-dependent consumers, 77% said the quality of a credit card app influences which card they use most often. Credit-dependent consumers also reported the highest app adoption levels, with 77% using their primary card’s app regularly or occasionally.

The competition, in other words, is no longer simply about card acquisition. It is about becoming the card consumers rely on to navigate everyday financial management.

Digital Experience Becomes a Financial Retention Tool

The report also suggests that digital experience increasingly shapes retention risk.

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Nearly 1 in 4 cardholders said a poor app or digital experience contributed to reduced card use. Among Gen Z consumers, that figure climbed to 45%.

At the same time, 7 in 10 cardholders said app quality influences which card becomes their primary card, underscoring how mobile interfaces are becoming embedded directly into consumer payment behavior.

For issuers, the implications extend beyond app design.

Consumers living paycheck to paycheck hold nearly as many credit cards as financially stable households, meaning financially stressed consumers are not disengaging from credit entirely. Instead, they are becoming more selective about which cards feel easiest to manage and most useful during periods of financial pressure.

Rewards and promotional offers still matter, particularly among affluent and financially stable consumers. But for a growing segment of households, the most valuable card may be the one that reduces uncertainty around balances, payment timing and available liquidity.

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In a crowded multi-card market, financial visibility itself is becoming part of the product.

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