Off the Pitch Podcast: Who Gives A Crap present new face to marketing

Who Gives a Crap founder Jehan Ratnatunga

The latest episode of the podcast was with Who Gives A Crap co-founder, Jehan Ratnatunga, highlighted the interesting way they have adapted marketing to better fit their company goals.

Who Gives A Crap is an Australian sanitation business begun in 2012, focusing on the ‘look good feel good do good’ values.

From starting with sustainably produced toilet paper, they have diversified into other products including Kitchen towel, tissues, garbage bags and doggy bags.

Who gives a Crap donates 50% of its profits to its mission to ‘do good’ for the 2 million people in the world that don’t have safe and clean sanitation.

Ratnatunga pointed out how their journey to try and increase their business and its mission become significant to its marketing.

“How do we do it in a way that makes people notice that we are doing good. We believe that doing good is better for business and then we can impact doing more good,” he said on the podcast.

“Giving back to the community is important. We are one small part of peoples lives, but how they spend that money with us is to drive change in the world.

“The company has been testing many different marketing channels some where more traditional like tv and radio and some where more in the community, going to it on a grassroots level.”

Finding unique and funny ways to market their product but staying truthful to their mission is Who Gives A Crap’s key.

“Maybe we can fund to put solar panels on the warehouse, but setting it up so it says we give a crap on the roof,” he elaborated.

“That became one of our top posts over all of our channels.

“Another example is the last mile of the delivery is a big source of carbon, so we have transitioned to offset that last mile of carbon.

“We got electrical vehicles, and we could put ridiculous branding on our vehicles.

“These are perfect ways that we can do good, in a way that is bold and that markets the brand so we can do good in the future.”

This technique of marketing has shown huge success, Who Gives A Crap is now active in the UK, US, Europe and currently expanding into Canada.

Ratnatunga mentioned how this unique way of branding, using the feel-good factor to be the driving force, is something sport has in common.

“Our brand has a household family aspect to it, there is this same angle in feeder level community sport,” he added.

“Connection to sport is a community aspect that means so much to people, it’s similar to our goal of community around helping people.”

The feel good factor is prevalent in grassroots sport and this model is one that anyone in the industry should look to for a successful insight.

To support local clubs, help the community and maybe other through the broader love of football hits the same cords that this businesses missions does.

The opportunity is there, Who Gives A Crap have proven it.

listen to the full interview with Jehan Ratnatunga on episode five of Soccerscene’s Off the Pitch Podcast – available on all major podcasting apps.

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Northern NSW Football Calls in SAPA as Participation Surge Sparks Big Plans

Northern NSW Football has commissioned Sports Advisory Partners Australia to lead the development of its 2027 to 2029 Strategic Plan, a process that will shape the direction of one of Australia’s most significant regional football markets at a moment when the game nationally is navigating unprecedented growth and structural complexity.

The engagement, announced this week, will see SAPA conduct extensive consultation across NNSWF’s registered participants, member zones, standing committees, board of directors and executive leadership before delivering a final plan scheduled for release in September. The firm brings to the project a track record that spans Football Australia, the A-Leagues, AFL, Rugby Australia, Golf Australia and the Oceania Football Confederation.

NNSWF CEO Peter Haynes said the organisation intended to be deliberate and ambitious about what the next plan would ask of the sport in the region.

“This plan will do more than that,” Haynes said. “It will play a critical role in shaping the future of football in our region. We are going to be bold, ambitious and take this opportunity to really push our sport forward to reach its potential.”

 

Building on a period of significant growth

NNSWF’s current 2024 to 2026 Strategic Plan has already delivered measurable outcomes across participation, competition strength and community engagement, and has done so against a national backdrop that has made the job of growing football both easier and more demanding simultaneously.

The 2023 FIFA Women’s World Cup and the recent AFC Women’s Asian Cup in Australia have driven participation surges that are being felt at the regional level as acutely as anywhere. Northern NSW, which covers a vast and diverse geographic footprint from the Hunter Valley to the Queensland border, has seen women’s and girls’ football registrations climb sharply, reflecting a trend Haynes flagged publicly during Football Australia’s recent push for a $343 million NSW grassroots infrastructure fund, in which he noted that participation across the region was at record levels and still rising.

That growth creates a specific strategic challenge. Momentum is relatively easy to generate in the wake of a major tournament. Sustaining it across a three-year planning horizon, through the inevitable post-event cooling of public attention, against ongoing pressure on club volunteers and community facilities, and in competition with other codes for government funding and ground access, requires a more deliberately constructed framework than goodwill alone can provide.

The 2027 to 2029 plan will need to answer questions that the current plan did not have to confront at the same scale: how to absorb participation growth without degrading the quality of the experience for existing players, how to build the referee and coaching pipelines that expanding competitions demand, and how to make the case for infrastructure investment in regional communities where football’s political leverage is real but not unlimited.

 

The Regional Dimension

Regional football in Australia occupies a structurally distinct position within the national game. It sits outside the metropolitan NPL systems that tend to attract most of the administrative attention and commercial investment, and serves communities where football is often the largest club-based sport and where the absence of adequate pathways has historically meant talented players relocating or disengaging entirely.

NNSWF’s decision to invest in a professionally developed strategic plan, rather than producing one internally, signals an awareness that the next phase of growth requires external rigour and benchmarking against what is working elsewhere. SAPA’s familiarity with the organisation, cited by Haynes as a factor in the appointment, also suggests a desire for continuity of thinking rather than a wholesale strategic reset.

SAPA Executive Director Sam Chadwick said the firm was focused on producing something actionable rather than aspirational.

“Our goal is to deliver a clear and actionable strategy that will guide continued growth and long-term success for the game,” Chadwick said. “Northern NSW Football has built a strong platform through its 2024 to 2026 Strategic Plan and we are delighted to support the next phase of its journey.”

Community at its Centre

NNSWF Chairman Mike Parsons emphasised that the process would be driven by community voice rather than imposed from above, a commitment that carries practical as well as symbolic weight in a region where the diversity of football communities, from coastal clubs to inland associations, means that a single strategic framework must accommodate significantly different local realities.

“This will be a strategy for the entire football community and it is vital that we hear from as many voices as possible,” Parsons said. “Through genuine consultation and collaboration we will ensure the next strategic plan reflects the needs and aspirations of our community while positioning our game for continued success.”

Consultation opportunities will roll out across the coming months. The 2027 to 2029 Strategic Plan is scheduled for release in September.

Socceroos Make Powerful $15K Play to Back Organ Donation Awareness

The Socceroos have reinforced football’s power beyond the pitch with a $15,000 donation to Transplant Australia Football Club (TAFC). The funding will support its 2026 Transplant World Cup campaign while raising awareness for organ and tissue donation.

The contribution, delivered through Professional Footballers Australia’s (PFA) Community Impact Fund, will assist TAFC’s preparations for the upcoming Transplant Football World Cup in Frankfurt. It is also amplifying the organisation’s broader mission to promote the life-saving impact of organ donation.

Presented during a national team training session, the donation reflects a growing commitment from Australia’s elite players to use their platform for meaningful social impact. Creating a connection between the game and causes that resonate far beyond football.

The initiative builds on an ongoing relationship between the Socceroos and TAFC, following a previous player-led contribution in 2024 that supported the team’s participation in the inaugural tournament in Italy.

More than just financial support, the partnership signals a longer-term collaboration aimed at increasing visibility for organ and tissue donation, leveraging the reach of both the national team and the PFA to drive awareness nationwide.

TAFC provides a unique pathway for transplant recipients, donors, and their families to re-engage with sport—offering not only competitive opportunities but a powerful platform to share stories of resilience, recovery, and second chances.

With the 2026 Transplant Football World Cup on the horizon, the Socceroos’ support will play a crucial role in enabling Australia’s team to compete on the global stage, while championing a message that extends far beyond results: the life-changing impact of donation.

As football continues to grow as both a cultural and social force, initiatives like this highlight the game’s unique ability to unite communities, elevate important causes, and create lasting impact where it matters most.

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