Barry Hearn is most widely recognised for turning snooker, darts and boxing into television spectacles that command massive audiences. Even at the age of 78, the founder of Matchroom remains one of the most familiar faces in global sport promotion. While his work in those cue‑sport and combat arenas dominates headlines, his football ventures are equally compelling, albeit less publicised. In March 1995, Hearn stepped in to rescue Leyton Orient – a club he had first watched as an eleven‑year‑old – from the brink of collapse.
He purchased the team for a symbolic £2.43, a gesture that underscored his affection for the club rather than a profit‑driven motive. Over the following twelve years he oversaw a dramatic turnaround: the three stands at Brisbane Road were rebuilt by 2007, the club’s debts were cleared by 2012, and Hearn is reported to have poured roughly £8 million into the operation. The 2013‑14 season saw Orient reach the League One play‑off final, a rare opportunity to ascend to the second tier of English football, only to lose a heart‑breaking 4‑3 shoot‑out to Rotherham at Wembley.
Two months later Hearn handed the reins to Italian businessman Francesco Becchetti, marking the end of his first football chapter. After a nine‑year hiatus from the beautiful game, Hearn’s attention returned to the non‑league scene. In July 2023, Matchroom became the shirt‑sponsor for Brentwood Town, a club competing in the Isthmian League North Division and located just three miles from the Matchroom headquarters.
The partnership deepened the following year when Hearn acquired a minority shareholding and, earlier this summer, announced a five‑year commitment accompanied by a "significant investment". Club chairman Jez Dickinson recounts the serendipitous beginning of the relationship.
He explains that the initial meeting took place during a charity event for Saint Francis Hospice, an organisation for which Hearn is a patron. "We were watching a game together and Barry kept joking that I was constantly diving for headers and elbowing him every time the ball entered the box," Dickinson recalls. "His enthusiasm and willingness to get involved on his own terms clicked with me. After a few lunches he asked what I wanted, and I told him I wanted him to be part of the club because he wanted to be, not because I asked.
He said he would." While Hearn’s name naturally draws attention, Dickinson has been the driving force since becoming chairman in May 2019. He describes the club’s condition at that time as bleak: there was no clear pathway for youth players to reach the first team, the clubhouse resembled a 1970s pub, and the ambition was merely to avoid relegation. Since then, the club has installed a state‑of‑the‑art 3G pitch (summer 2024), clinched the Isthmian North Division title in the 2024‑25 campaign, and narrowly missed promotion after losing a play‑off final that would have secured a place in the National League South.
Brentwood now runs a Centre of Excellence that supports 250 boys and girls aged six to twelve, a cornerstone Dickinson believes is essential for any sustainable club model. Dickinson emphasizes that Hearn’s involvement is more than a financial injection; it raises the club’s aspirations. "I speak to Barry once or twice a week, depending on what’s happening," he says. "He’s hands‑on where his schedule permits, reviewing financials every couple of months – he loves the numbers.
Though he owns a minority stake, he never wants to run the day‑to‑day operations. He tells me, ‘You’re already stressed enough; I don’t want to add to that.’" This supportive stance, combined with Hearn’s reputation, serves as a powerful endorsement when the club seeks additional sponsors.
Potential partners are reassured by the five‑year commitment, knowing that Hearn “doesn’t do things by halves” and will stay the course. On the pitch, Brentwood currently sit 18th in the Isthmian Premier Division after eight games, drawing an average crowd of just under 700 supporters.
The club’s ambition is to push that figure to 1,000 by season’s end, a goal that dovetails with plans for a new 1,000‑seat stand. However, the development hinges on finalising the purchase of the Brentwood Centre Arena, a prerequisite for any major infrastructure work.
Looking ahead, Dickinson envisions the partnership propelling Brentwood as far up the football pyramid as possible. "Barry signed a five‑year deal to take the club to the highest level we can reach.
If after five years we’re playing in the National League, that would be a massive success," he explains. "His belief in us gives us confidence, but ultimately it’s up to us to deliver." In summary, Barry Hearn’s foray into non‑league football mirrors his earlier successes: a blend of personal passion, strategic investment, and a knack for elevating the profile of modest organisations. By aligning his brand with Brentwood Town, he not only provides financial stability but also injects credibility that can attract further sponsorship, improve facilities, and inspire the local community.
As the partnership matures, Brentwood’s supporters can anticipate a period of growth, enhanced youth development, and perhaps, in the not‑too‑distant future, a place higher in the English football hierarchy.