An interview with Jordan Gardner, by Callum McFadden for WFi.
You have invested in football before at clubs such as Swansea City and Helsingør in Denmark. Why have you now decided is the right time to invest in Kelty Hearts, and what drew you to Scottish football?
”That is the question everyone has been asking over the past week. Over the last few years, I have done extensive consulting work in the football mergers and acquisitions space, connecting United States investors with European clubs and working alongside existing ownership groups. Through that work, I looked at several Scottish clubs, including sides in both the Championship and the Premiership, and I was genuinely impressed by the market.
“Most clubs are well run and financially stable, especially when compared with other leagues and with parts of England. The clubs may not be as large, but the underlying business models are more logical. During this process, I was introduced to Kelty Hearts. At first glance, it is clearly a small club, but deeper analysis revealed a financially responsible and community-driven organisation that generally lives within its means. It is not losing tens of millions of pounds like some clubs elsewhere.
“The geographic location is also strong, sitting close to major cities and a solid player pool. The club has an appealing story as well, having climbed through the non-league system and established itself in League One. Realistically, we are not talking about Scottish Premiership football in the near future, if ever. However, a well-run part-time club can still achieve meaningful success. Other part-time sides competing strongly at higher levels show that clearly.
“For us, Kelty represents something close to a blank canvas. There is minimal debt, few long-term liabilities, and clear room for growth in infrastructure, recruitment processes, data usage, and commercial development. From a financial standpoint, it is a model that makes sense to me, which is not always the case in football.”
You have already visited Scotland and attended matches. How have you found the people around the club?
“Everyone has been incredibly welcoming. Many members of staff are former players with deep roots in both the club and the local community, and that connection is something special. Modern football can sometimes drift away from that sense of belonging, but Kelty absolutely retains it.
“The wider Scottish football community has also been tremendously supportive. Chairmen, managers, supporters and others have reached out with genuine warmth and encouragement. It has been heartening and noticeably different from experiences I have had elsewhere in global football.”
How will your previous football investments help you at Kelty?
“I have held a mixture of passive and active board-level roles, but my most recent project in Denmark is probably the most relevant comparison. That club was similar in size to Kelty. We took control during a difficult period following relegation and focused on rebuilding infrastructure, strengthening culture, and ultimately achieving promotion.
“Running a football club is never simple, but having gone through the process several times, and most recently in Denmark, I feel I understand where the main challenges lie and how to manage relationships both inside the club and across the wider football structure.”
Supporters often feel both excitement and uncertainty when new owners arrive. How do you address that?
“We want to remain grounded and avoid unrealistic promises. Talking about Champions League football at a club of this size would be irresponsible. We understand the scale of the community and the natural limitations that come with it.
“I also recognise the scepticism that sometimes surrounds foreign or American ownership in European football. There are many negative examples. The most important thing is to respect local football culture and operate the club in the right way. I hope people can see that we approach this with humility and genuine appreciation for the game in Scotland.”
Will data analytics play a larger role in recruitment and performance?
“Yes, although data alone is not a cure-all. At part-time level in Scotland, many clubs use very limited data, so even a basic implementation can create a competitive advantage.
“Members of our investment group have strong analytics backgrounds, including experience within the NBA. We are already exploring applications in recruitment, performance monitoring, and injury prevention, which is particularly important given the injuries the club has experienced this season. Progress will take time, but this is a key part of improving competitiveness.”
What about developing young players and creating pathways for talent?
“That is extremely important, although it will not happen overnight. We want to identify players who may have been overlooked by larger academies, integrate them into a clear playing style, develop their abilities, and ultimately help them progress to bigger clubs.
“Contracts at this level are short and training time is limited, so we need motivated players who take responsibility for their development away from the club. Creating long-term value through development and transfers is an essential part of the model.”
Infrastructure investment will also benefit the wider community. Is that part of the motivation?
“Absolutely. A new pitch and floodlights are scheduled for this summer, and we are assessing additional facility improvements. Beyond wages, the focus is on building a stronger overall environment that supports player welfare, preparation, and professionalism.
“If a player chooses Kelty for slightly less money because the environment improves their career prospects, that represents a significant success. Details that supporters may not immediately see often make the greatest difference.”
Finally, Jordan, where do you realistically hope to take the club over the next few years?
“Our goal is to compete consistently near the top of League One and, in time, reach the Scottish Championship and establish ourselves there. That will be challenging because many Championship clubs operate full-time and spend considerably more money. Nevertheless, it is a realistic and meaningful objective.
“We would also like to make regular progress in the Scottish Cup and continue building the club steadily. Promotion through the lower leagues is never straightforward, but there are strong part-time examples to learn from. Achieving and sustaining Championship status would represent genuine success for a club of this size.”
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