Saudi Arabia remains “100 per cent committed” to the long-term success of Newcastle United, according to the club’s former co-owner Mehrdad Ghodoussi.
Ghodoussi, alongside his wife Amanda Staveley, brokered a takeover of the Tyneside club in October 2021 with the backing of the Saudi Public Investment Fund and the Reuben family.
Since then, the team has qualified for the Uefa Champions League twice and ended a 70-year wait for a major trophy when they won the League Cup last March.
Yet, despite an already substantial transfer outlay – Newcastle’s net spend of £430.6 million since 2021 is the fifth highest in the Premier League – they have been frustrated in their pursuit of grander ambitions by profit and sustainability rules (PSR).
The rules seek to promote sensible financial practice by limiting club losses to £105m across a rolling three-season period, but in doing so make it difficult to bridge the gap to the division’s wealthiest and most successful sides.
Manager Eddie Howe has described PSR as “not right”, while there have been rumours of restlessness among the club’s Saudi hierarchy at seeing their spending curbed and progress stalled.
However, speaking to The National at the World Sports Summit in Dubai, Ghodoussi insisted the PIF has a long-term vision for the club – and that their support is rock solid.
“The commitment is 100 per cent there. They love the club. They love the North East. They love the city. The commitment is 100 per cent there. I can guarantee you that,” said Ghodoussi, who departed the club with Staveley in July after selling their six per cent stake to the PIF and the Reubens.
“It's a great club. It's a great team. It's a great manager. It's great ownership. They have huge ambitions. I'm excited to watch how things progress. It's not easy being in the Premier League. You're going to have your ups and downs, but the future is bright.”
A new squad cost ratio (SCR) system is set to replace PSR next season, with spending on player or coaching fees and wages restricted to 85 per cent of football-related revenue.
While accepting some form of regulation must be adhered to, Ghodoussi said the imminent changes are an admission that the current framework is flawed.
He said: “Look, you do have constraints. I see where the Premier League are coming from and it's to try to create a level playing field.
“These things always move and change over time, and the Premier League is aware of it and that's why these new changes came into play. So, look, you've got to work within the boundaries. It was difficult, but we did.”
The PIF’s ‘hands-on’ approach
The 2021 takeover deposed Newcastle's loathed former owner Mike Ashley, while the equally unpopular incumbent first-team manager Steve Bruce swiftly followed him through the St James' Park exit.
Ghodoussi said they found a club in desperate need of modernisation, especially in the transfer department, where they used no data whatsoever – signing players based purely on the eye test – and didn't even have a subscription to the now ubiquitous Wyscout.
“It was very basic and that was one of the first things we had to focus on, invest in, just the basics, which is actually having access to data providers, which we didn't,” he said.
“These are things that you'd expect at any club. Your biggest risk is on the transfer side and you can see this with a multitude of clubs in recent years. We had to make sure that we didn't have any risks when we bought players. Usually you say there's a 75 per cent to 25 per cent ratio of error. We wanted no error.
“We wanted to be 100 per cent on the nose because we were new to the game and also [had] limited ability to invest, not because we didn't have deep pockets, but because of financial fair play as well. So that was always something that we had to be aware of.”
That initial transfer window of January 2022 proved pivotal with Kieran Trippier, Dan Burn and Bruno Guimaraes – all of whom have become mainstays of Howe's team – among the first through the door.
“Over time things shifted,” Ghodoussi continued. “It's not just purely driven by data and it's not driven purely by scouts on the ground. There's a combination of things that you have to take into account. Then also meeting the player, the characters around those players, those are hugely important.
“We looked at their social media, what kind of footprint they have. You talk to friends, family, you talk to people that work with them, you talk to people that may not like them and you try to understand why they didn't like them. Buying players is your biggest risk and you've got to mitigate that risk as much as you can.”
Asked how directly involved the PIF had been in steering the club's transformation, Ghodoussi added: “Oh, a lot. It's not just about capital. They are hands on. They were involved in every aspect of it. There were processes put into place.
“I sat on the executive committee. I sat on the transfer committee. We put these structures into place. Process was hugely important to [PIF governor] His Excellency Yasir Al Rumayyan. It's the thesis of how PIF works. So we instilled that into the way we worked at Newcastle.
“We brought that business know-how and we applied it to sports. But not forgetting that sports is an emotional business. So that human touch is necessary, right? Again, it's a balance between the two perspectives.”
Howe is a 'wonderful manager'
The first major decision the new owners had to make was a replacement for the sacked Bruce.
Eventually, they appointed Howe, who had spent a period of time out of the game having previously amassed an impressive body of work at Bournemouth. His leadership of the club and sustained good results have meant that decision has aged extremely well.
A slight drop off, particularly in away form, at the start of the current season invited the first criticism of his tenure, but Ghodoussi is adamant Howe remains the right man to take the club forward.
Having seen the start of the campaign overshadowed by Alexander Isak's acrimonious departure to Liverpool, Newcastle head into Wednesday's home game against Leeds United ninth in the table but having won their last two.
“Eddie's a friend. He's been there from the beginning of the journey. I think he's a wonderful manager,” said Ghodoussi. “Even that process on hiring, we went through a data process. We looked at a lot of managers. We interviewed a lot of managers. We narrowed it down to two, and it was Unai Emery and Eddie. We ended up going with Eddie at the end, but he's done an incredible job.
“Don't forget, we've been in two Champions Leagues in four years. We've been in two finals, and we've won a cup after 70 years. Let's not lose sight of what we've achieved in such a short period of time. It's important to support managers and be behind them.”
Asked about Newcastle's future prospects, Ghodoussi added: “From my perspective, it was always to be competitive, to be a top-four club, to be in the Champions League regularly – because consistency is what drives success – and to win trophies. Hopefully, at some point, they'll win the Premier League, hopefully, at some point, they'll win the Champions League. They deserve it, their club is meant to be at the top.”
Timeline
2012-2015
The company offers payments/bribes to win key contracts in the Middle East
May 2017
The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts
September 2021
Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act
October 2021
Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence
December 2024
Petrofac enters into comprehensive restructuring to strengthen the financial position of the group
May 2025
The High Court of England and Wales approves the company’s restructuring plan
July 2025
The Court of Appeal issues a judgment challenging parts of the restructuring plan
August 2025
Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision
October 2025
Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange
November 2025
180 Petrofac employees laid off in the UAE
Squad
Ali Kasheif, Salim Rashid, Khalifa Al Hammadi, Khalfan Mubarak, Ali Mabkhout, Omar Abdulrahman, Mohammed Al Attas, Abdullah Ramadan, Zayed Al Ameri (Al Jazira), Mohammed Al Shamsi, Hamdan Al Kamali, Mohammed Barghash, Khalil Al Hammadi (Al Wahda), Khalid Essa, Mohammed Shaker, Ahmed Barman, Bandar Al Ahbabi (Al Ain), Al Hassan Saleh, Majid Suroor (Sharjah) Walid Abbas, Ahmed Khalil (Shabab Al Ahli), Tariq Ahmed, Jasim Yaqoub (Al Nasr), Ali Saleh, Ali Salmeen (Al Wasl), Hassan Al Muharami (Baniyas)
UAE SQUAD
Omar Abdulrahman (Al Hilal), Ali Khaseif, Ali Mabkhout, Salem Rashed, Khalifa Al Hammadi, Khalfan Mubarak, Zayed Al Ameri, Mohammed Al Attas (Al Jazira), Khalid Essa, Ahmed Barman, Ryan Yaslam, Bandar Al Ahbabi (Al Ain), Habib Fardan, Tariq Ahmed, Mohammed Al Akbari (Al Nasr), Ali Saleh, Ali Salmin (Al Wasl), Adel Al Hosani, Ali Hassan Saleh, Majed Suroor (Sharjah), Ahmed Khalil, Walid Abbas, Majed Hassan, Ismail Al Hammadi (Shabab Al Ahli), Hassan Al Muharrami, Fahad Al Dhahani (Bani Yas), Mohammed Al Shaker (Ajman)
The biog
Favourite films: Casablanca and Lawrence of Arabia
Favourite books: Start with Why by Simon Sinek and Good to be Great by Jim Collins
Favourite dish: Grilled fish
Inspiration: Sheikh Zayed's visionary leadership taught me to embrace new challenges.
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Global state-owned investor ranking by size
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United States
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China
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UAE
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Japan
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Norway
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Canada
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Singapore
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Australia
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Saudi Arabia
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South Korea
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Who has lived at The Bishops Avenue?
- George Sainsbury of the supermarket dynasty, sugar magnate William Park Lyle and actress Dame Gracie Fields were residents in the 1930s when the street was only known as ‘Millionaires’ Row’.
- Then came the international super rich, including the last king of Greece, Constantine II, the Sultan of Brunei and Indian steel magnate Lakshmi Mittal who was at one point ranked the third richest person in the world.
- Turkish tycoon Halis Torprak sold his mansion for £50m in 2008 after spending just two days there. The House of Saud sold 10 properties on the road in 2013 for almost £80m.
- Other residents have included Iraqi businessman Nemir Kirdar, singer Ariana Grande, holiday camp impresario Sir Billy Butlin, businessman Asil Nadir, Paul McCartney’s former wife Heather Mills.
Hunting park to luxury living
- Land was originally the Bishop of London's hunting park, hence the name
- The road was laid out in the mid 19th Century, meandering through woodland and farmland
- Its earliest houses at the turn of the 20th Century were substantial detached properties with extensive grounds
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Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
Our legal consultant
Name: Dr Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
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