Jack Spring: The rising star in film directing with ‘All Town Aren’t We’ documentary

Liam Watson
Feature image credit: Mick Atkins / Shutterstock.com

As a Grimsby Town fan at heart, Jack Spring’s career as a film director continues to grow through the ‘All Town Aren’t We’ documentary.

Born in London, Spring made his debut at the age of 19, with comedy film ‘Destination: Dewsbury’.

In 2021, he directed ‘Three Day Millionaire’ as his second feature film – starring Colm Meaney which drew critical acclaim and reached a #5 rating on Netflix in the UK.

Speaking to Soccerscene after the completion of ‘All Town Aren’t We’, Spring discusses his film directing journey to date, the origins of the documentary, key components of the editing process and his personal connection to Grimsby Town.

What led you into a directing career?

Jack Spring: My Dad and I made these little stop-motion animations such as David and Goliath and play figures that went on Windows Movie Maker, and we used the very early digital stills cameras.

When I was about 12 or 13, my friend at school got a Mac which had a digital video camera, and every weekend we’d make these small little clips.

From the age of 13, it really snowballed from there and I’m lucky that I knew what I wanted to do early on.

The harder part was learning all about the financial side and raising money in the notoriously unglamorous aspects that were involved.

I did go to university, but I found I was teaching myself more outside of that by making short films every weekend and I ended up making around 100 of those.

I made the decision to drop out of university because I needed to raise money, given investors were not keen on me as I was only 18 – it prompted me to figure out what to do next.

There was a startup company that I created, which taught me a whole lot about business – such as how to budget, how to schedule and to manage teams.

Off the back of that I went to those investors to show what I could do at a younger age, and I believe it helps to start young to get your foot in the door earlier.

Tell us about how the All Town Aren’t We documentary originated and what it was like creating it?

Jack Spring: All Town Aren’t We was the first series we’ve done; we did a couple pilots beforehand.

It was quite intimidating because we decided to do the documentary project after the story happened, literally walking down the steps after the final.

I’m a big Grimsby fan and my production company owns the Club, so it made sense to put the two together.

When it came to interviewing footballers, in top-flight competitions like the English Premier League or A-League in Australia you see the players as very media-trained and they don’t give the interviewer much.

However, at Grimsby Town they were brilliant, I was far more nervous interviewing my heroes in Grimsby than any other typical player.

Everyone was great in telling emotional stories and you see the players and staff more as actors rather than footballers with usual responses.

There were so many stories to be told and some of them didn’t even make the final cut. For example, parents that were disabled and the lengths that it took to get the game, or Harry Clifton – a homegrown player and cult hero – having to cope with his grandad dying just after getting relegated.

It’s a credit to the players for opening up as I’m sure it wasn’t easy.

How was the editing process and making those tough decisions on what to include or exclude?

Jack Spring: I deliberately worked with an editor who wasn’t a Grimsby fan supporter.

The reason behind that was he would work out which storylines only Grimsby Town fans would care about, and what general sports fans would pay attention to.

It was really helpful because the storylines that I thought would be worth it didn’t make the final cut as the editor did not think it was important enough.

If I didn’t have that, there would be far too many Grimsby Town-specific narratives like players getting dropped which the general person wouldn’t be drawn into.

What would you say to those who haven’t seen the documentary?

Jack Spring: The 12-month journey is genuinely the wildest sporting story to exist.

Grimsby Town has spent the last 20 years flirting between League 2 and non-league football, where the Club found itself in non-league for just the second time in its history.

There’s a massive difference in terms of the clubs that play there – as people are made redundant, there’s a lot less money involved and it genuinely affects an awful lot of people in the town.

Two local business owners bought the club as they were relegated, who are the best thing to have ever happened to Grimsby Town.

The documentary is the next 12 months since that change, which is bonkers.

Without giving away the ending, Grimsby Town’s whole season became very dramatic to see if they can even make the playoffs based on previous form.

The final episodes included possibly the best football game ever played against Wrexham AFC in a semi-final.

It’s one of the best sporting stories because it’s essentially a working-class town which used to have the world’s largest fishing port, but the industry died.

For a town that has been on a negative trajectory for a long time, to see them rise against the odds is something that will appeal to all sports lovers.

It’s highly emotional, highly gripping and an unbelievable sporting story that I was fortunate enough to capture.

All Town Aren’t We is now streaming exclusively on DocPlay in Australia and New Zealand.

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Yarraville Glory FC: Building Community Through Football

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Image Credit: Yarraville Glory FC website

For Yarraville Glory FC, football isn’t just about competition—it’s about connection. Whether through the partnerships with Mells Football Academy & Summer Holiday Football, or fundraising efforts like Think Pink, the club is creating more than just players; it’s building a stronger, more inclusive community.

Speaking with Soccerscene, President of Yarraville Glory FC Jim Babatzanis discusses how the club is making football accessible for all and turning the game into a powerful tool for junior growth and family bonding.

Can you tell us about the club’s mission when it comes to community involvement? How has that shaped Yarraville Glory’s identity?

Jim Babatzanis: Our goal is to get everyone together—parents, kids, seniors—all involved together. We want to bring it back to when we played as kids, when you would stay at the ground all day, and parents would connect with parents from other teams. It’s about making the club feel like a family, not just a community. We’re starting to bring that back slowly, and we can already see the positive impact.

How do you ensure that football at Yarraville Glory FC is accessible and inclusive for people of all backgrounds and abilities?

Jim Babatzanis: We’ve done indigenous training; we’ve done all different types of training. Last year, we had African community leaders come in and have a chat with us as well. We want to include everyone because, at the end of the day, we’re all the same—our differences don’t matter. 

Yarraville Glory FC has recently formed an official partnership with Mells Football Academy. What does this collaboration mean for the club, and how does it fit into the club’s long-term vision?

Jim Babatzanis: For us, this partnership provides more training for our juniors in a smaller, more intimate environment. Coaches will be handling 15 kids and aren’t able to coach individually; they have to coach for a team environment. For us, the vision is for us to guide our juniors all the way to the senior team. George Mells, who has played in the A-League and overseas, has helped us in these academies, bringing invaluable experience to help develop young players. As well as this, James Golding, our technical director, his work that he does with us is unbelievable. I’m most excited about seeing the kids improve their skills and play at the highest possible level they can achieve.

Could you please tell us a bit about the Summer Holiday Football Camp? What should players and parents expect from this camp, and could you walk us through how the camp was structured and what makes it a unique opportunity for young footballers?

Jim Babatzanis: Firstly, it gives them time to be away from technology and be out and about, and George creates a fun environment for the kids. They spend the day there playing, training, learning new skills, and meeting new people as well. It’s not just kids from our club that go to it; kids from multiple clubs come for the camp. Every school holiday, every term, they have these camps available.

How does the Summer Holiday Football Camp align with the broader goals of Yarraville Glory FC in terms of developing young players, fostering team spirit, and instilling a love for football in the community?

Jim Babatzanis: Keeping the kids playing the game, the game that they enjoy. For me, the more the kids play the game, the more they fall in love with it. I know from my kids, even though they play in the girls, when they’re not there, they won’t be as inclined to play it. Kids these days have different varieties to pick from. Keeping them in love with it, that’s all it is.

Could you walk me through the origins of the GO Family Program and how the partnership was formed? What were the initial goals of this collaboration, and how did it all come together?

Jim Babatzanis: The GO Family Program was formed through the council and Football Victoria. They approached us and other clubs like Maribyrnong Swift and Footscray United Rangers on if we would like to participate, and we agreed. Our first term had solid numbers, but the second term was a bit harder since many kids were already training with their clubs. Still, it’s a great initiative; families that have enjoyed it and had the chance to have a kick with their kids, usually the parents don’t get that opportunity.

The Think Pink campaign has been a significant initiative for the club. Could you share more about how it started and how the club involves its members and supporters in the fundraising efforts?

Jim Babatzanis: Pink Ribbon Day started a long time ago, way past my time being in the committee and president. It began after one of our supporters wives battled breast cancer. We wanted to give back to a good cause. Everyone gets involved—volunteering, donating, and participating in activities like jumping castles, cake stalls, and popcorn machines. One of the most memorable initiatives was when our technical director, James, shaved his long hair to raise funds. The kids loved it, even spray-painting his hair pink before cutting it off. 

Could you share a memorable moment from a fundraising event that really showed the community spirit of Yarraville Glory FC?

Jim Babatzanis: That hair-shaving event was probably one of the most memorable events on the pink ribbon day. Seeing all the kids having a laugh, the parents watching on, and the whole community being involved—it was a special moment. 

Thinking back on your time as president, what has been the most fulfilling or rewarding experience for you when it comes to the club’s work within the community? 

Jim Babatzanis: Growing our junior bases. When our committee took over, we had 180 registered players at the club. Now, we have 420 players and counting. Our female program as well; we went from two female teams to nine since my presidency. For us, that’s been huge, and for me personally, that has been really rewarding.

With the club’s focus on both sporting excellence and community engagement, how do you manage to strike a balance between those two aspects? 

Jim Babatzanis: It’s hard because there is a fine line you’re tinkering on. Kids want to play for fun, but they also want to win. We work to nurture both aspects by improving our coaching staff and training methods. Our technical director, James, plays a big role in this, assisting our coaches in developing the kids. Knowing that each team is different and being around it is important. Feeling the vibe of the team and parents can be challenging, as the president when it comes to winning and losing. You don’t want to lose that community feel of the club.

Andrew Holman on Majestri’s mission to revolutionise grassroots football

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Image credit: Majestri

In the world of grassroots football, managing a club can be just as challenging as playing the game itself. From registrations and finances to scheduling and communication, the administrative workload can overwhelm even the most dedicated volunteers. That’s where Majestri comes in.

Founded by former TechnologyOne employees Mike Clahsen, Andrew Holman and John Kent, Majestri was born from a desire to simplify club operations by bringing enterprise-level software to the community sports space. What started as a solution for a single Brisbane football club has since expanded to 250 clubs nationwide across multiple sporting codes, helping streamline administration and improve efficiency.

In an exclusive interview with SoccerScene, Majestri’s Andrew Holman shares insights into the company’s journey, its deep-rooted connection to football, and its commitment to working closely with clubs to provide tailored solutions.

He also discusses the challenges of expansion, the growth of grassroots football, and the future of Majestri in Australia and beyond.

Theo Athans

Speaking on your specific journey, can you talk about the previous jobs or roles you had before the creation of Majestri?

Andrew Holman

In a previous life, the three of us that started Majestri worked for Australia’s largest software company, TechnologyOne. That is where we each learnt what it takes to build and support enterprise-level software.

We saw an opportunity at the end of 2010 to go out on our own and try to bring some of those sensibilities from building software for the big end of town into the community sports world and that’s ultimate how Majestri started.

T.A.

Can you discuss why the company chose to focus on the local football industry? Is it because you have a passion for the game?

A.H.

The real requirement came from Majestri co-founder, Mike Clahsen, who was the president at his local club was up here in Brisbane. That was where a lot of the early requirements for a club administration system stemmed from.

Personally I’ve played football for over 40 years now, from the age of 7. It’s a fantastic game, it’s the best game in the world, and we can see in every community just how important it is through the junior representation. Football is truly the world game and you can see that even in Australia where it isn’t the national code.

I’m getting a bit old to keep playing regularly now even though I do have a run for 10 weeks in a social competition at the end of every year. I’m 5 years into my coaching journey now with my son’s team, which I’m finding is very fulfilling. There’s immense reward to working with talented kids at that younger, discovery age around 8-12 years.

I guess that’s where the passion has come from, after playing for many years and now into coaching as a parent of a young player.

T.A.

The participation rates are growing every year and the numbers are huge for grassroots soccer so do you see a big potential for growth in this industry?

A.H.

I can tell you unequivocally because we see the numbers. Many clubs have been with us for over a decade now, and their player numbers have at least doubled in the last 10 years. This is even before you factor in the recent meteoric rise of female football on the back of the Matildas World Cup campaign. The demand is accelerating and clubs are at their respective limits in terms of trying to cater to that local demand.

T.A.

What was the inspiration or motivation behind starting Majestri and moving on from your previous job?

A.H.

TechnologyOne was a great place to work, and taught us so much of what we know about building product software, but there was always a latent desire to do our own thing.

Mike had retired from TechnologyOne by 2010 but was actively involved in football, and club administration in particular. When he described ‘Sign-On Day’ activities as having his room full of player registration sheets and sports bags full of cash that couldn’t be banked until the following Monday, we identified that there was potential for a software solution.

With a specialised skill set around financial software in particular, we decided to start with the Treasurer, and have been iterating on the software ever since to cater for other committee positions.

T.A.

How big is your current club portfolio?

A.H.

I would say we are at around 250 clubs around the country and not all of them are football but most of them are.

Although we started with football, we’ve since learned that there is a common set of problems for volunteers no matter what code of sport you play. Certainly, football is what we’re most familiar with, but it’s amazing what you learn about how the nuances of other codes work along the way.

T.A.

Speaking of ambition, do you see Majestri becoming mainstream with leagues and/or associations over the next few years?

A.H.

No, I don’t think our offering will ever been mainstream. The most surprising aspect of this whole journey is the near-uniform resistance of sporting associations at all levels to a club administration system like Majestri.

Despite repeated attempts to rectify this, we’ve accepted that our future lies in our past. This system got to where it is because of working directly with the magnificent volunteers on the ground that give up big parts of their lives to ensure kids get on the pitch, and that is where our success will continue to lay.

There is no shortcut to earning the trust of clubs and the volunteers, so at the moment we’ll continue to introduce them to Majestri one at a time and give them the personalised experience that demonstrates we know what they do.

Every club is unique and part of the overall ‘technology problem’ is this expectation that one solution to capture player registrations will be an immediate fit for all clubs. It’s nowhere near as simplistic as that. Club operations run a wide spectrum of complexity, which is calculated by factors such as how many players are at the club and the different licenses that may be held to field teams at a range of competitive levels. Combine this with a year-round expectation of additional programs such as holiday coaching clinics and skill development programs, and some clubs are serious operations. Others are more traditional where the Winter season is played and then there’s a marked off-season. We endeavour to cater for either end of that spectrum and all clubs in between.

T.A.

Thinking very long term here, do you see the company going international at any point or is the goal to stay in Australia and grow here?

A.H.

There’s always the possibility of overseas opportunities, but I think there are still plenty of problems left to solve in Australia. There are plenty of clubs that we haven’t spoken to yet, and there’s a chance our offering could really help.

Taking a product overseas necessarily introduces complexity to accompany the growth, and I think our prerogative is to build more features. Club operations aren’t static – the compliance and governance continues to grow with the expectation that volunteers will give up more time as a result. It’s just not sustainable without an industrial-strength system underpinning it all, and that’s where we want to focus.

T.A.

You started with the three co-founders but has the company grown in size with employees or any help to operate the 250 club portfolio?

A.H.

We have two active developers involved which is John and myself, two of the three co-founders. Mike has taken a step back from administration to devote significant time to a charity called BrAshA-T, which seeks to cure a particularly awful disease. We also have a gun administrator named Nicole who takes a lot of work off our hands four days a week.

We consider ourselves experts in business automation, and part of proving that is that we can streamline and automate our own business as well. We learnt how to do this by building product software for many years, which is a very difficult skill in our industry. The software we built for TechnologyOne was used by over 1,000 enterprise customers, so a lot of the learnings from our respective careers there have been refined and implemented in Majestri.

 

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