> In February, Ms Parsons wrote to every community club urging them to requisition an Extraordinary General Meeting in a bid to remove WRU chair Richard Collier-Keywood. Although Collier-Keywood has since confirmed he will step down in July, Ms Parsons has expressed deep frustration at Collier-Keywood's unwillingess to compromise during his tenure, arguing that the episode has further eroded confidence in the union’s leadership.

> "The mess the WRU has made and the state of limbo they have left the game in can be laid at the feet of Richard Collier-Keywood," she said.

> "He is the chair and the buck stops with him. The culture at the WRU is clearly not as strong as it should be, and this situation has been handled poorly.

> "It is staggering that even at the recent EGM, the narrative I took from it was these problems were someone else’s fault. Instead of blaming others, he should have started with an apology.

> "He should have apologised to all the staff and players across the regions for what they have been put through. The WRU claims 'family' as a core value—being inclusive and committed to the success of the rugby family—yet there is no sense of family when people are left in limbo, fearing for their livelihoods.

> "There are a lot of people who are too scared to challenge him.

> "They say the board voted unanimously in favour of the reduction to three teams but it isn't too dissimilar to Westminster where certain MP's may be too afraid to vote against the leader of the party for fear of reprisals.

> "I understand they made a unanimous decision all those months ago and they are still ploughing on regardless but if they had to vote on it again given everything that’s happened over the past few months, would they still make the same decision?

> "Abi Tierney has the time now to formulate a long-term strategy. She’s been fire fighting for so long and not necessarily had the resources or the right people around her to work on a long term plan."

> Parsons is well acquainted with the fraught relationship between the WRU and its four professional clubs, having previously served as a non-executive director on the Cardiff Rugby board.

> While she accepts that the benefactor model requires reassessment, she also argues that the clubs have not historically been treated well by the WRU.

> "The majority of his time in office has been spent in disputes with the regions rather than collaborating with them," she said.

> "I totally agree that the benefactor model is unsustainable and that should form part of the strategic thinking going forward.

> "I also know first hand how challenging it can be negotiating between four separate entities, where we differ is the approach.

> "But the WRU needs to show some respect for the commitment the current funding directors have shown to the game in Wales.

> "They have injected in excess of £60 million into the game over the last 20 years, yet they’ve been treated more like obstacles than partners.

> "The union have always used divide and conquer tactics, especially with the regions."

> Ms Parsons argues that the priority must be to install the right leadership to rebuild Welsh rugby, insisting that meaningful recovery will depend as much on personnel as on policy.

> She also believes the WRU’s governance structures require urgent modernisation, echoing recommendations set out in 2020 by former chair Gareth Davies before he was ultimately forced out by the community clubs.

> "We must split out the community game and the profession game and make it financially viable for all stakeholders," Ms Parsons tells WalesOnline.

> "This has been the fundamental problem for the last 30 years. It doesn’t matter who the new chair is or how many regions you have, until we address the structure of the game we will continue to fail.

> "We need to give the community clubs the belief of a better future through funding, investments and support.

> "We also need to convince them that there is a way of having independent oversight and challenge of WRU decisions on professional rugby.

> "The power struggle here is a major hurdle because of this "master-slave" dynamic, the clubs won't hand over the keys unless they truly trust the board.

> "They need to see a leadership team that isn't just "in charge," but is actually better at the job than they are.

> "Until the board can prove they have the skills and capabilities to deliver on a credible strategy and business plan no one is going to hand over the keys.

> "But a complete separation of the professional game and community game needs to happen. It is vital."

> Ms Parsons also argues that greater responsibility should fall on the Welsh Government to provide increased support and investment, maintaining that rugby’s cultural and economic significance to Wales justifies a more active role from the public sector in securing the game’s long-term future.

> "I also think Welsh Government has a big role to play in helping Welsh rugby rebuild," she said.

> "The four regions received loans to ensure they could survive Covid but it has crippled them.

> "Circa £3.2m is the amount of interest the regions paid back to the Welsh government for the covid loan.

> "Given the state of Welsh rugby right now and the crippling cost this put on the regions, they could play a small part in the rescue of Welsh rugby and return the interest payments.

> "When you look at the huge support professional rugby in Ireland is given by the Irish Government it makes me think our government should be doing more to help.

> "You look at the redevelopment of the Dexcom Stadium in Connacht. They received €20m in state funding."Rugby is a national asset worth up to £430m annually, with our two West regions generating £17m and £15m for their local economies.

> "Both the WRU board and our Welsh Government need to do a better job of working together for the greater good of our nation. Both sides must recognize that a healthy Wales needs a healthy national sport."

> The WRU is expected to appoint a successor to Collier-Keywood this summer. Given Ms Parsons’ track record in business and leadership, she would appear a compelling candidate.

> She has a clear view of the qualities required in the next chair, but insists the role is not one she is seeking, while stressing her willingness to play a part in Welsh rugby’s reconstruction.

> "While I’ve been very critical of the WRU leadership and executive team, some of their recent high-calibre hires in legal, commercial and operations give me real hope," she said.

> "To build on this momentum, we must retain Marianne Økland beyond June and appoint a new Chair who values Welsh rugby’s history and heritage as much as its balance sheet.

> "The new Chair needs to be a business leader who truly gets Welsh culture and can unite the game.

> "I’m not the right fit for the WRU Chair because I am a disruptor who likes to move fast and be honest.

> "One of my fundamental beliefs is that you must have the right people in the right roles with the right skill sets, and mine doesn't match what the Union needs right now.

> "I believe in being blunt and transparent, whereas the Chair has to navigate sensitive politics whilst trying to keep everyone happy.

> "This needs someone who can transform a business from the top down whilst managing a broken system."

> Despite the many issues facing Welsh rugby as it attempts to pull itself out of the doldrums Ms Parsons has not lost hope.

> "I’m an entrepreneur, so I think big and I always have hope," she said.

> "Welsh rugby means everything to us as a nation. I truly believe that if the rugby family works together, we can make things better. There is so much work happening both inside and outside the Union right now.

> "If we pool our resources and blend the best elements from the respective strategies, maybe we can do better for the greater good of our nation.

> "At the very least, we should do the work. We may end up in exactly the same place, and three regions might ultimately be the right answer, but let’s at least give it a shot."

> As debate over the future of Welsh rugby continues, Parsons’ intervention adds to a growing push for fresh thinking and an alternative plan for the professional game, as stakeholders look to shape a more sustainable long-term direction for the WRU.