Brendan Rodgers has full-back dilemmas to solve for Rugby Park

With credibility, financial backing, and structure, such a scheme could turn frustration into significant and lasting influence.

The timing feels right

The timing feels right. The Celtic Trust on its own has admirable intentions but just doesn’t have the scale. All the supporters group going public with criticisms. The Green Brigade and Bhoys Celtic, supported by fans in their thousands, is sharpening its message. Many supporter groups and individual CSCs have added their voice. Shareholders are being encouraged to use legal avenues to challenge the board.

Each of these efforts has value. But together — if harnessed — they could form the backbone of something much more powerful, as was discussed last night. When you think of it the Celtic Trust is the perfect vehicle for handling all matters relating to supporters shareholding – with a huge number of supporter held shares effectively lost. They can assist in finding them and also in purchasing shares for the collective via this plan.

A properly run membership scheme could prevent supporters from being divided, dismissed, or ignored. It could force transparency, recycle stagnant leadership, and open genuine dialogue about Celtic’s future.

Is it time? Can Celtic supporters, scattered across Scotland, Ireland, and the world, finally come together under one banner to professionalise fan power? Could such a scheme take us from chaotic AGMs and angry statements to a sustained, organised challenge to the PLC?

Many believe the chances of the board engaging with the support are non-existent. But look at what Resolution 12 achieved—despite divide-and-conquer tactics, despite issues being kicked down the road, plus a few stabs in the back along the way and concerns acknowledged only to end up in the long grass.

Celtic played a long game, but they didn’t anticipate the determination of a handful of individuals battling for so long.

Now, imagine if tens of thousands of supporters pooled their skills, resources, and contacts. You start with communication; if that yields no results, you move to challenge. You play the long game, just as Celtic did with the Resolution 12 shareholders—but this time, the resources will be there to stay the distance, see it through, make it public and keep it there. To meet head-on the stalling tactics.

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