Brian Wilson’s latest raving column unintentionally indicts his Celtic board.

Over the weekend, someone sent me the latest Brian Wilson foaming-at-the-mouth botched hatchet job on the Scottish Government, one article in a long line of them under his name; single-issue obsession pieces written apparently in complete ignorance of Celtic’s need to work with those on the council and those running Holyrood.

It is, on its own terms, an attempted demolition job. It tries to be sharp, scathing, and relentless in its critique of a political system Wilson believes has lost its way. In fact, it’s yet another dull sectarian diatribe against a party many in Scottish Labour loathe more thoroughly the Tories. In it, he talks about a lack of vision, about low standards, about an executive that avoids accountability and which measures success by how well it can dodge responsibility rather than accept it.

Does any of that sound familiar to you? It should. Because what he has written there is not just a cack-handed critique of Holyrood and a political foe which lives rent-free in his head just as it does for much of Scottish Labour. It is an accidental description, and indictment of, the culture he presides over at Celtic Park.

This is the unintentionally hilarious truth at the heart of his article. Brian Wilson has laid out, in forensic detail, the very failures supporters of this club have been pointing to for months, and he has done so without the slightest hint of self-awareness.

He writes about 20 years of the same faces, the same solutions proffered, the same culture of excuses.

He writes about institutions “devoid of vision.”

Look at Celtic right now. He’s the stand-in chairman, an appointment which reeks of desperation and the general cluelessness of the whole club. We have no manager for next season. There’s no head of recruitment. No coherent football structure. We have no clear articulation of what the club is trying to be beyond vague platitudes about stability and sustainability.

If that is not a vacuum of vision, what is?

He talks about “low quality debate” and an executive that measures success by “avoidance of accountability.” Again, the parallel is impossible to ignore.

When was the last time anyone at Celtic fronted up properly? When was the last time we saw meaningful engagement with supporters that wasn’t stage-managed or filtered through carefully constructed messaging? These people don’t have the guts to sit in front of the media, even a media as bad as ours, and submit themselves to questioning. The whole thing is bloodless and gutless. He has some cheek, this guy.

This is a board that communicates when it suits it, and retreats into silence when it does not. A board that has presided over seasons of drift and decline and has offered nothing approaching a credible explanation for it. A board that has allowed mistakes to stack up, one on top of another, without consequence.

Wilson writes about a system where “no Minister carries the can.” That line should sting every single person at Celtic Park. Because who, exactly, has carried the can for what we have watched this season? Who has been held responsible for the failures in recruitment, for the lack of planning, for the erosion of standards?

No one. Not one person has stood up and said: “this is on me.”

Instead, what we have had is exactly what Wilson accuses others of. Narrative management. The careful shaping of perception. They have even gone as far as to cast blame at others, starting with Rodgers and moving from there to the fans themselves.

He mocks political slogans built on fear rather than hope. He derides the idea of governing through messaging instead of delivery.

Yet Celtic’s own communications over the past year have followed that exact pattern. Scare stories about how Celtic fan protests have harmed the team. Suggestions that there have been threats and intimidation against board members. This whole club is governing through fear messaging … and they can’t even get that stuff right.

And in a classic case of someone speaking out of both sides of his mouth, this same guy is telling supporters to trust the process. To be patient and to believe that things are being handled behind the scenes. On what basis should we believe any of that?

Those questions go unanswered.

And then there is a passage about “suppression of information” and institutions closing ranks to protect themselves. You read that, and you cannot help but think about the Green Brigade situation, about fan media access, about the widening gulf between the club and its own support.

We are watching a leadership group that increasingly looks inward, that treats scrutiny as hostility, that manages dissent rather than addressing it. A leadership group that has, in the eyes of many supporters, insulated itself from the very people it is supposed to serve.

Wilson calls out a culture where failure is normalised, where poor outcomes are accepted, where standards slip quietly over time and where nobody wants to be held accountable.

He is describing Celtic. He is describing the boardroom culture he presides over.

Because this is how it happens. Not with one catastrophic decision, but with a series of smaller ones. A missed signing here. A delayed appointment there. A failure to act when action is clearly required. Each one on its own is manageable. Together, they create chaos.

And drift, left unchecked, becomes decline.

What makes Wilson’s piece so striking is that he understands this perfectly.

He articulates it and identifies the patterns. He lays out the consequences. But he does so as if he is standing outside the system he is describing, rather than being a central figure in a club exhibiting the same symptoms.

That is what turns this from a political critique into something else entirely. It becomes a case study in the very mindset supporters are rebelling against. The belief that scrutiny is for others. The assumption that authority is self-justifying. The confidence that you can diagnose failure at a national level while ignoring it on your own doorstep.

Celtic does not need more commentary about what is wrong elsewhere. It needs leadership that recognises what is wrong at home. It needs accountability. Real accountability. Not silence or deflection. Not carefully managed narratives.

It needs vision. Not vague statements about long-term planning, but a clear, coherent strategy for how this club moves forward from here.

It needs engagement. Honest, open engagement with supporters who are not blind, who are not stupid, and who can see exactly what is happening in front of them.

Wilson’s piece shows that the people at the top of this club know exactly what failure looks like.

They can describe it in detail and explain how it takes hold. They can warn about where it leads. And yet, when faced with those same warning signs at Celtic Park, they have chosen not to act, and I use that word very deliberately. This is a series of choices.

Wilson is very good at levelling these accusations at others.

The phrase, “physician, heal thyself” comes to mind.

So does the word “hypocrite.”

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