Ben Tunnell joined the club as Head of Commercial in August 2025. He took time out to talk to us about his background, how he has found his first six months with Luton Town – and what his work involves, for the present and the future.
Ben, before we get on to your role at the club, please tell us a bit about yourself …
I’m from Great Yarmouth, and proud of it. It might not be your immediate thought, but it’s a town with many similarities to Luton – not least that strong sense of pride. I’ll come back to that.
Football has always played a huge part in my life. From the age of four, I watched Norwich City – my local club – with mum and dad, home and away, for over a decade. Sadly, both my parents passed away during my teens, and I faced a number of challenges that have shaped who I am today. I went to some dark places, but through those experiences I found resilience, self-determination, and a belief that I could still build something meaningful with my life. I carry that with me, and now try to harness it as a superpower to help inspire others facing similar challenges.
I was determined to build a career I would be proud of – I quickly knew that this wasn’t going to be as a footballer. Despite being 6’9”, and the largest baby ever born at my local hospital (yes, really), I have two left feet and am easily the clumsiest person you’ll ever meet!
So I did my best to move up the corporate ladder and eventually I was leading a large call centre supporting several UK charities, including Macmillan Cancer Support. That work was incredibly close to my heart, having lost both my parents to cancer. Through Macmillan, I learned that it is possible to build a working life that combines your skill set with something you are genuinely passionate about. That led me to challenge myself with a simple question: how could I do this in football?
After years of hard work and gaining experience, I landed a role at Norwich City as Head of Commercial, working alongside Ben Kensell – who was, of course, here at Luton until recently, before moving to the UAE. Our partnership over six and a half years was phenomenally successful, building the club’s commercial operation into the most successful in its history. Crucially, that success off the pitch played a meaningful role in supporting success on it. That same principle is exactly what we’re aiming for here.
What brought you to Luton Town?
After Norwich, I wanted to explore more of the wider sports world. Over five years, I was fortunate enough to work across Europe and internationally within motorsport, rugby, combat sports and even American sports.
Before joining Luton, and shaped by my earlier life experiences, I spent 18 months supporting a mental health platform, helping to build their sports sponsorship portfolio. In many ways, that brought me full circle. Mental health is something I care deeply about, informed by my own experiences. Difficult though those periods were, they taught me an enormous amount – and I’m always keen to use those lessons for good.
Football, however, has always been my first love. I knew I would return to working with a club at some point, but it had to be the right club and the right project. I wanted to be in an environment where I could make an impact, bring real value, and also continue to be challenged and to learn. Most of all, I wanted to be part of something that, in years to come, I could look back on and say to my young son, “Daddy was part of that.”
I certainly didn’t need any introduction to Luton Town’s story. Back in 2013, I was at Carrow Road when Luton became the first non-league club to knock a top-division side out of the FA Cup. That kind of result leaves a lasting impression!
But when Gary first shared the vision and plans for Power Court, and once I truly understood the culture of the club and the town, it became the easiest decision of my career to join.
What does ‘Head of Commercial’ cover?
I lead the commercial team and oversee all revenue-generating areas, supporting my teams across partnerships, hospitality, ticketing, retail and more. The role has a significant amount of horizontal overlap, which gives me the opportunity to influence and be involved across a wide range of areas.
It’s also important to stress that I was fully across the areas and strategies Ben Kensell was involved in as CRO. We worked in close partnership throughout his time at the Club, which means we have strong continuity.
The other, main, aspect of my role is preparing us commercially for our move to Power Court. We have an incredibly exciting challenge ahead of us in maximising its potential.
I always encourage my colleagues to keep front of mind that sport is deeply emotional. The commercial decisions made by supporters, sponsors and other stakeholders are far more often driven by the heart than the head. So while we must operate through a lens of revenue and growth, we also have a wider responsibility as custodians of the football club. Our role goes beyond numbers on a spreadsheet; it’s about building trust, strengthening relationships and ensuring people feel genuinely connected to their club. If we get that right, the numbers tend to take care of themselves.
What have you learned about Luton in your time with the Club?
I mentioned at the start the similarities between Luton and my home town – it’s those shared qualities that have made getting to know Luton so much fun, and it already feels like home from home. I place great importance on values such as humility, authenticity, integrity, respect, hard work and resilience – and this town and football club have those in abundance.
I’m also deeply curious about the diverse communities that make Luton so special. I’ve had the pleasure of working with, and attending local community events alongside, people such as Kailesh Karavadra, one of the 2020 directors, Daniel Douglas from the LTFC Community Trust, and our community ambassador Mostaque Koyes. These communities are truly special, and I’m incredibly passionate about ensuring that, as a football club, we do all we can to authentically engage and connect with them – and with all our communities – over the coming years.
Inclusivity is essential. As a commercial team, we must work hand in hand with community leaders to ensure the opportunities we create are relevant to the entire population of Luton and beyond.
Kenilworth Road’s capacity, combined with the incredible loyalty of our season ticket holders, has made it difficult for many people to experience a Luton Town matchday. That will change at Power Court, and it’s vital that we ensure there are accessible opportunities for everyone.
It’s easy to get caught in the ‘football bubble’ and allow results on the pitch to influence behaviour and emotion. But when you step outside that bubble and speak to people who may attend only a handful of matches each season and hear their excitement about the regeneration of Luton and the progress of Power Court, it’s a powerful reminder of just how important the project is to the town.
How are you planning to engage with potential partners?
Luton is one of the most densely populated regions in the country for SMEs, start-ups and micro-businesses. It has one of the strongest entrepreneurial spirits you’ll find anywhere, and that must actively shape our business strategy – not simply be a consideration.
I’ve already had hundreds of conversations with business owners and senior leaders who’ve shared honest feedback on their relationships with the club over recent years, and I have a clear vision for how we can improve. But it starts with a simple commitment: wherever we are in the leagues, we operate under a local-first strategy.
Football is, of course, a rollercoaster of emotions. There are highs and there are lows. During the highs, we need to reward our local community for the support they give us during the lows – not punish them with higher fees or increased barriers to entry. That’s where many clubs get it wrong.
Some of my strongest values were instilled in me by my father. I believe in honest and transparent communication. If someone sends you an email, you respond within 24 hours. If someone wants a conversation, you pick up the phone. We’re not Manchester United – we’re Luton Town. We have the time, and when we don’t, we make it. We owe local businesses a great deal of gratitude, and I’m determined to repay that trust.
That said, it’s important to stress that we are a self-funded football club. We have to operate responsibly and sustainably, and every investment must deliver a positive return. With that in mind, we’ve made some changes to how commercial operates at entry level. I’m grateful that everyone I’ve spoken to about those changes has understood the rationale behind them.
I also know there are still many business owners, executives and hospitality members I haven’t yet had the opportunity to speak with. My message to them is simple: give my team a chance. Let’s talk. We want to understand your story with the club and explore whether we can reconnect. You have our commitment that we’re working every day to bring about positive change.
Can you tell us a little about the changes in the commercial department?
Gary, the Executive and the Board have been tremendous in their support. We’ve restructured much of the commercial team, brought in new colleagues who understand our renewed mission, and are investing in systems and technology that will enable us to take the next step and become truly ‘Power Court ready’.
I also want to recognise the new colleagues who’ve joined the club, whether that’s interns coming through our evolving partnership with the University of Bedfordshire, or those who’ve joined us on a full-time basis within commercial. They’ve embraced the challenge wholeheartedly, and their positivity and contributions have been infectious. Jenn, our HR Director, does an outstanding job of creating such a welcoming environment and culture for new members of staff, which will be incredibly important as we continue to grow and scale the team ahead of Power Court. I take huge pride in being able to offer young people the same opportunities I was given over a decade ago, and the trust placed in me to help build a new team here at the club is something I don’t take for granted.
A big part of that is providing a positive working environment. I speak from experience of having worked across many different cultures, and ours is an excellent one. People understand their roles and responsibilities, and everyone is pulling in the same direction. We’re acutely aware of the challenges we face, and of the pain supporters – and the club as a whole – have felt after two relegations, and recent disappointments. There is a collective determination across the club to put that right.
What are the challenges – and how can supporters have their input?
We’re not able to deliver every improvement overnight, but we are working relentlessly towards it. What I would say to supporters and businesses is this: if there’s something you want to talk about – whether it’s a concern, suggestion or an idea – please pick up the phone or drop me an email at ben.tunnell@lutontown.co.uk, and I’ll get back to you as quickly as I can. Apologies if I missed anyone during the recent changes: equally, if you were previously in dialogue with Ben Kensell, and would like to continue that conversation, please do get in touch.
I also want to reassure supporters that, thanks to the excellent work of Lisa McEvoy and our supporter-facing colleagues, we’re very aware of where improvements are needed. For example, we know we must make it easier to book and amend hospitality packages, and that will improve over the next two years. We’re investing in a new website and mobile app, launching next season, alongside improved data systems that will help us better understand the needs and behaviours of our supporters and make more informed decisions.
We’re also expanding experiences for younger fans, including making mascot packages available to Junior Members via ballots and through the Community Trust. Most importantly, we’re making a commitment to open and honest communication. Our renewed fan engagement strategy, alongside fan forums, partnership forums and hospitality forums, gives us clear opportunities to listen, capture feedback and act on it. While we do have limitations at the current stadium, no piece of feedback will go unheard or without careful consideration. Ultimately, everything we’re learning is shaping our direction between now and our move to Power Court.
Through all of this, I genuinely feel I’ve quickly become part of the Luton community too. I’m learning as much as I can about the town and the club – its values, history, heritage and diverse communities – and I’m fully invested as a supporter. Despite being a lifelong Norwich City fan, and with my family still living there while I’m based locally in Luton, my 16-month-old son recently wore his first football kit. I couldn’t be prouder to say it was a Luton Town shirt.
Lastly, I just want to say a huge thank you to everyone who has made me – and the new members of the commercial team – feel so welcome. Your support has been incredible, and our commitment is to do everything we can to make these remaining seasons at Kenilworth Road as special as possible, delivering the best possible experience as we move towards Power Court.
Come on you Hatters!
Thanks Ben.
If you’ve been affected by any of the life challenges Ben mentions, why not pop along to the Trust’s Talking Hatters ‘gazebo’, to be found at most games on the Kenilworth Road ‘apron’ and find out all about our online chats?
