In the next instalment of my inside perspective of life at Hibernian, I was able to spend some time with Hibernian's Communications Manager, Colin Millar.
I first met Colin through the Working Together meetings, and I sat beside Colin during Leeann Dempster's first supporters meeting on the day of the Rod Petrie protests.
Since that day, Colin has joined Hibernian, initially as the Supporter Liaison, and now in his current role as Communications Manager.
Colin is well placed to talk about the changes at the club in his time, and you only need a short while in his company to see how much the football club means to him.
I remember sitting beside you on the day of the Petrie protests, at that point your role didn't exist as far as I'm aware. Talk me through what happened.
I was probably a bit of an opportunist, really. On a personal level, I'm from an accountancy background, and I knew I wanted to get into sport as it's my big passion.
I did some volunteering both at the club and with some other things, so I knew I needed to make the jump.
My plan was to go and study Post-Grad at Stirling University in Sports Management and see if I could pick up a part time job along the way. I had loads of ideas on how I wanted to influence things at Hibs, to change things that the club could do a little bit better.
The big change for me, was after I was chairing a Working Together meeting at the training ground. I still lived in Glasgow, Leeann lived out west as well, so I was a bit cheeky and asked her for a lift home. She said 'yes'.
That gave me about an hour's pitch. I got on really well with her, I talked through what I wanted to achieve, she told me what she wanted to achieve and why she had come to Hibs, and we got on from there.
My big thing at the time was the Supporter Liaison role. Leeann thought a lot of clubs took that role as a separate thing, independent from the club. Leeann's view was for the Liaison to make a meaningful impact at the club they had to be ingrained in the club to really influence things on a daily basis, so that they have a full understanding.
There was that, and the club was also moving towards the big consultations about the ownership and what that structure was going to be. The club wanted to involve supporters, so my initial role was to come in and oversee that consultation process. That started with three consultation meetings.
They were post-Alloa defeat, I remember the first weekend before starting work, going to Alloa thinking "We'll get three points here". It was at the end of the transfer window so there was a lot of chat about signing some new players, so I thought the Monday meeting would be really positive.
As it was, Farid goes down with the really bad injury, we lost to Alloa , and the meetings took a different turn.
The meetings were heated and lively but really interesting. From that, we developed the online survey which focussed on representation, ownership, and engagement with the club. From that, probably the big immediate thing was getting the Supporter's Representatives on the board, so I managed the process around that, as well as doing some bits on the communication side.
What would you say are the differences between the Fans Representatives on the board, and the Supporter Liaison?
I think the Fans Representatives are two people that are fully elected by the supporters, who are there to represent the supporters, and who are influencing things at the top level.
I see the Supporter Liaison role as only good if it's ingrained in how the club operates on a daily basis, similar to the Fans Representatives. We could put them on the board, the box is ticked, and there's no tangible difference - I don't think it's like that here, from what I understand they are fully involved in the decision making, the same as any other board member.
I see part of my role as Supporter Liaison as basically being the voice of the supporter, and thinking as a supporter in everything we do - whether that's daily communications through social media, ticketing updates - I'm quite heavily involved in the ticketing information and the decisions that go around that like loyalty points and everything else, through to the campaigns. I've been involved in the season ticket campaigns, the kit launch campaigns.
I think it's just having a supporter's view on it. Don't get me wrong, as soon as you become an employee of the club, that nature of the relationship changes - that's inevitable. I genuinely think it's an ethos running throughout the club in everything we do, that the impact on supporters is a fundamental part of the decision making.
Other clubs could have a liaison officer in name alone. I've been round other clubs and see what they do, both here and down south. They can be quite tokenistic in what they do, they get the supporter in, give them a bib and an email address, and it allows that club to distance themselves from the complaints that come in, be it catering or atmosphere. They can push it on to the liaison officer and let them deal with it.
Here it's different, it's part of the role, it's ingrained in everything we do.
How did you deal with adjusting to that change in relationship, moving from a supporter to an employee?
It's very different and difficult. I think in a way, I always used to get bothered by the result.
As a supporter, if you lose on a Saturday you go home on a Saturday night and you're in a mood. It maybe bothers you on a Sunday but by Monday you're back at work and you move on.
I lived my whole life until now in the west, so I was never surrounded by Hibs supporters or Hearts supporters, in the same way that other people would go to their work and Hibs and Hearts would still be the major talking point.
Here, I remember the game against Cowdenbeath, the 3-2 game, which was the first home game after the consultation. The relief when that third goal was scored in the last minute - because it's not just the three points, which is normally the be all and end all.
It's "I can't do that promotion we wanted to push out", things are always that much more difficult when we lose rather than when we win.
It's a strange profession in that you can do everything right Monday to Friday, but if the result goes against you on a Saturday a lot of the good work is not as good as if the team had won.
The thinking here is that I can't influence the result on a Saturday, so let's make sure that everything else is as good as it can possibly be, because we can only control what we can control.
Last season I had no role at away games, so I worked home games and went to the away games as a fan. With the recent change in role, I'm going to a lot of the away games as a worker, so I do miss going to the game on a Saturday, relaxing with friends and family, and enjoying the game.
I wouldn't trade it for the world though, coming to a place I love at Easter Road, I'll never moan about that.
We talked about the volatile nature of the supporter's mood, when you have a meeting and there's been a bad result, how do you see through the anger or frustration at the result to pick out the valuable bits?
I think it's looking at the point that's been made. Everyone gets frustrated at the result, if someone wants to air that frustration about the manager and his tactics, that's fine -there's not a lot I can do about that.
If it's points around catering, communication, Hibs TV, programmes, things like that, we might see more of them after a bad defeat but it doesn't make the point any less valid, so it's things that we want to pick up and improve on.
Our plan changes, but we want to be consistent, so that means that we can't shy away from defeats or when things don't go well, in the same way we can't go shouting from the rooftops after a good result.
I think you need to consider any analysis in the wider context, whether it's Facebook likes or engagement with the videos, there's going to be an element that's dependant on the results.
You can try and strip the emotion out to an extent and ask "Did we do a good job? Are the complaints or points valid? What can we do to improve on things?"
There's a culture here now to constantly want to improve on things. It's can be very easy if the team wins to sit back and think "That was a great match day." but the key difference now is you look at it from an operational point of view as much as a result point of view.
If we'd beat St Mirren 2-1, I'd have been happy that we'd won, but my reflection on the match would have been no different as if we'd lost, we still need to make sure that we produce the output for Hibs TV before and after the game, that the Manager's interview goes out, that the programme is ready. There is an element of just stripping out the emotion and working as professionally as we can in the jobs we are here to do.
Looking at the changes in the club since the protests, what differences do you see?
I'm one of the longest serving people in the commercial office! There has been change right throughout the club. In the Community Foundation, Wendy's now Head there, Community Football is exploding, there's more activity in there than ever before. There's the public/social partnership with NHS Lothian, there's a lot of work and effort going into that. There's the two Supporter's Reps on the board, changing the make up of the board as well.
Our department - Greig's new in to Commercial. We've new people in hospitality, in sales, in communications.
I think that shows how much has changed. The football operation has totally changed, the manager has come in, but the whole structure - everyone knows about the change to structure with George coming in as Head of Football Operations, changes to sports nutrition. There has been so much change across the whole club, like HSL and the share issue.
There's been opportunities and tangible change across the board, and now is the opportunity to consolidate that and build on it and push on.
How do you see your own role evolving as part of that?
I changed role slightly at the start of September - exactly one year to the day from coming on board. I'm now Communications Manager since Andrew Sleight decided to move on. We've changed the structure of the Communications team a little bit.
I'm Communications Manager, there's a PR and Media Exec, a Digital Development Exec, and there's a great team of volunteers that sit underneath and feed into that.
I'm now the main contact point for the press and media, and responsible for the content going out on Hibs TV, the website, and social media.
That doesn't mean to say I'll be in front of the camera, that's not my skill set at all, I'll be avoiding that as much as possible!
I think I have a different set of skills that I can bring to it, it's not a role that I foresaw me taking on, but Leeann gave me an opportunity a year ago, and Leeann is giving me an opportunity again now and I think if folk have been happy with what I've done over that year I can keep pushing on. I have great people to work with and that motivates me to keep going.
My first day in the role was transfer deadline day, which was a nice quiet introduction to the role. It was the same last year so I seem to pick my first days!
There will be a lot to learn in the role as well, but it's a challenge I'm really looking forward to. We keep seeing progress in terms of communication but we're still a long way off where I want to be.
The kit launch and the season ticket videos went down well and set a benchmark. We need to improve on that. Outside the Box was a fantastic success, we need to improve upon that, be more consistent with that.
We've started the matchday video which is a sort of recap of what has gone on at Easter Road so supporters can see we're opening the club up to show what goes on behind the scenes, so they see it's more than just the ninety minutes - there's so much more going on.
We need to sing about the work of the Community Foundation a little bit more and show the work that's going on to make the club a success,
What would you like to see next for your role and the club in general?
Improvement. We are always looking to improve upon what we're doing. I want to see our communication being more consistent, looking better, sounding better, feeling better.
Our goal is to be the best in the country at everything we do.
We don't have the same resources as some other clubs, but we have decent resources, but there's no reason why we can't be best at communications.
That's the long term challenge, but for now it's about making sure the supporters are involved and know what's going on at the club, and being open and transparent and having some fun with it. Football should be fun, but there are serious messages to get across as well, and we have to bridge that gap with supporters.
For the club - we have to win the league, win promotion. Thankfully I'm not responsible for that, but - and I'm talking as a supporter now - I think we have the makings of a really good squad, there's no reason why we shouldn't be there or thereabouts at the end of the season.
Football's based on results, look at last season - was it a success? We finished above a team with much greater resources in Rangers, we did well in the cups, the style of football was better, we scored more goals and conceded fewer, but we didn't achieve promotion.
Looking at it from the support point of view, it's encouraging that season ticket numbers have held, with a slight increase, and we need to get people back to Easter Road. We want to get as many people back to Easter Road as possible, that's the challenge - I completely understand why people stopped coming, supporters have gone through an awful lot.
We'll keep working hard to get people back, we'll also put an awful lot of effort to get new supporters along to the ground.
We'll hopefully see a lot more in the match day experience, making sure that kids... kids is an absolute focus of ours, whether it's the Hibs Kids that we're already engaging with, whether it's the schools that we're engaging with in the school ticket initiative, whether it's the kids that are coming through the Hibee Tots camps, or whether it's other initiatives that we can make use of to bring new people into the stadium.
I think a lot of our traditional supporters can be weary of Championship football, coming up against teams that are more defensive, but in reality we are winning more games here than we did in the top league, it's probably a nice environment to introduce people to the club.
We are generally scoring more goals, conceding fewer goals. We are generally winning games, and whilst we obviously don't want to be here, I want to use it as an opportunity to bring more people in so that their first experiences of Hibs is positive. We're winning games, scoring goals, they're hopefully enjoying themselves at the games and then over time they maybe get used to the ups and downs of the reality of supporting Hibs over the longer term.
This is an opportunity to bring people in and interacting with the club, whether that's through traditional means or thinking a little differently and seeing how we can use the wider work that the club does in the community to introduce them.
There's been some really nice stories about people coming to the games for the first time, and we want to keep building on that and have as many people interacting with the badge as possible.
Many thanks to Colin for his time to make this interview possible.
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