Yet, he emphasized the importance of balancing cost and increasing capacity.

He told The News: “We have over 2,000 people on the waiting list for season tickets. These prospective season ticket holders will have the chance to purchase tickets later this summer if any of the current 15,000 season tickets are not renewed.

“There is always a turnover of season ticket holders. Having 15,000 tickets doesn’t mean the same 15,000 people will renew each year, even if we reach the Premier League.

“This interest in the club is very strong, but expanding the stadium to meet this demand requires a balance. Increasing capacity is expensive, and accommodating an extra 2,000 fans would generate an additional £15-16 per game per seat after taxes.

“For an extra 5,000 seats, that’s about £2 million more per season. However, new stands at clubs like Liverpool, Fulham, and Nottingham Forest cost between £80 million and £100 million, so the payback period is quite long.

“We need to find a sensible way to create this capacity. We don’t have someone to invest £80 million to £100 million for a £2 million annual return. That’s why we need a long-term vision for the development around the ground, which involves the next stage of infrastructure work.

“We are working hard to create those conditions.”

Cullen joined in May 2021 from MK Dons, where he served as executive director for 12 and a half years. Pompey had just finished a season with almost all League One matches played behind closed doors, except for three games with a 2,000-fan limit.

Supporters returned to Fratton Park in August 2021, with 11,470 attending the match against Crewe, though stadium restrictions were still in place due to safety concerns.

He added: “When I arrived, there wasn’t a waiting list, but it’s important to understand the context. The capacity was around 16,500, and there was a move to reduce it further due to safety concerns. We were told we might face a reduction to 10,000 capacity if work didn’t start or wasn’t completed soon.

“The good news was that the program was already in place before I arrived. We demonstrated to the licensing authorities that a reduction wasn’t necessary, allowing us to maintain around 16,500 capacity.

“At that time, three stands operated at 60-70 percent of their licensed capacity, but the owners’ investment has helped us progress.”

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