AGC exists to
create clarity before commitment.
We help leaders in sport make decisions that can survive scrutiny.
Many sports projects do not fail because people lacked ambition. They fail because the decision was not tested before commitment.
AGC was built to address that gap.
We help governments, federations, investors, and rights-holders reduce decision risk before capital, credibility, or public trust are at stake.
Player.
West Indies international cricketer.
Executive.
Senior leadership inside the ICC Cricket Department.
Founder.
AGC, built from what global sport revealed.
The decision comes before the project.
In sport, major decisions carry consequences far beyond the immediate project.
A stadium decision can affect public finances, national reputation, and long-term maintenance for decades.
A federation strategy can shape funding, governance, and institutional stability for a generation.
A major event can expose an organisation to budget risk, public scrutiny, and legacy commitments long after delivery.
An investor-facing project can lose credibility before diligence even begins.
AGC exists because these decisions deserve disciplined scrutiny before commitment.
A weak sports decision can outlive the people who made it.
AGC was shaped by a recurring pattern inside sport.
Years inside international sport revealed a pattern. It appears across projects, events, federations, and governance environments.
Projects accelerate before assumptions are tested. Commercial optimism replaces operational reality. Governance weaknesses appear too late. Public announcements create pressure before private clarity exists. Execution exposes structural problems that were present from the start.
AGC was created to address that pattern.
Not by adding another layer of consultancy. By working earlier, at the decision stage.
AGC operates before momentum becomes exposure.
Adrian Griffith.
Former West Indies international cricketer. Former senior executive within the ICC Cricket Department. Founder of AGC.
Adrian's career has given him a rare view of sport. From inside the player environment. From inside global cricket administration. And from inside the decision rooms where high-stakes commitments are made.
He has worked across international cricket operations, global events, governance environments, match officiating, and the high-pressure decision rooms that surround them.
That experience shaped the philosophy behind AGC: high-stakes sports decisions must be tested before they are executed.
Elite Sport Perspective
Adrian understands the athlete and performance environment from lived experience as a former West Indies international cricketer.
Global Administration Perspective
His ICC experience provided direct exposure to governance, operations, events, and international stakeholder environments.
Decision Pressure Perspective
AGC is shaped by direct experience of how sports decisions behave under scrutiny, pressure, and public expectation.
Six lessons from inside sport.
AGC's philosophy was not invented. It was observed across projects, events, federations, and investor environments where high-stakes decisions met real-world pressure.
01
Clarity must come before commitment.
The cost of uncertainty increases sharply once capital, credibility, or public trust are exposed.
02
Diagnosis must come before structure.
A solution built on the wrong problem does not solve the problem. It creates new risk on top of it.
03
Structure must come before execution.
Execution without governance, commercial logic, and operational readiness is not progress. It is exposure.
04
Stop is a legitimate answer.
A decision that should not proceed must be identified before it becomes harder, more expensive, and more politically difficult to reverse.
05
Sport needs more decision discipline.
Ambition matters. But ambition must be tested against evidence, capability, and long-term survivability. Not enthusiasm alone.
06
The best value is often created before delivery begins.
Avoiding the wrong execution, restructuring a weak model, or pausing an exposed decision can protect more value than pushing forward.
Before the next major decision, start with clarity.
If your organisation is about to commit capital, credibility, or public trust to a sports decision, AGC can help determine whether it is ready to proceed.