At 35, Jon Lansdown is the second-youngest chairman across all 92 league clubs, with only Leicester's Aiyawatt Srivaddhanaprabha above him.
He took over the helm last month from Keith Dawe; it's an impressive status to hold but also one that fits in and mirrors the overall club ethos of a forward-thinking and dynamic organisation which is embodied by the new crest that will be the image of the club.
Here, sports reporter Gregor MacGregor speaks to him about his vision for the club, spending in the transfer market and Bristol City's rebrand.
Congratulations on becoming chairman, Jon. Broadly, what are your aims for the club?
The aims are continuing the good work that Keith has done before me and the groundwork that we've set to keep improving. So more of the same, really, and to improve on what we already do well and then, hopefully, get to where we want to go to.
Keith had been here a long time (23 years in various roles). Can you sum up his contribution?
Yeah, Keith's had a huge contribution. A lot of people don't see it as he's a very private, behind-the-scenes person but he has been leading the board for a number of years and we've improved a lot during that time.
We've come a long way so everyone wants to have a huge thanks to Keith and I have to carry on with the good work that he's already done.
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Will he still be involved at all or is that it for Keith?
He's naturally still going to be involved to an extent. If I need any advice or help along the way, he's going to be at the end of a phone so yes. He's naturally got a love for the club and everything else so yes, he's only a phone call away.
How much power does the board actually have? Can you veto every decision at the club?
I think, technically, you can. It's not really a great way to operate. I think we're a very stable club. We've got solid relationships with the board. The board hasn't changed much over the years.
Mark Ashton has been here for a number of years and he was here before that. Lee [Johnson, Bristol City's head coach] obviously we know well as well. So I can't imagine a situation where we would get to that. We work very closely together.
You rarely have disagreements, certainly not at that stage. It tends to be you're putting things together to then get the sign-off for to fit with your philosophies and aims.
It's a very cohesive unit, rather than "that's my thought, this is what I want to do." It doesn't get to that. We work together.
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You've been heavily involved in the Bristol City Community Trust. Will we see an extension of their work now you're chair?
It's something that we will always look to grow. I wouldn't hide it. We've obviously rebuilt the stadium, we're redoing the training ground, we've got the arena and everything that goes with that over here.
The next part of that is finding a community site that we can develop as well. It's building; it's the same as anything else, you've got to do it sustainably. If you're taking it further, you've got to have the staff and infrastructure to keep the quality and do the right things.
For me, it's something that we're always looking to grow. We look to do it in the right way, the same as everything else. So it's making sure that that grows incrementally, along with everything else. That's part of the overall plan.
The aims of the club are for a sustainable financial future. Is that realistic and for that to happen, does the club need to continually sell players?
You look at the losses in football generally - you have to sell players. But it's at the right time. We're not scared to trade and your recruitment has to be right.
Sometimes, you say you're selling your best players. Sometimes, you're getting better by doing it. I think everyone at the start of last season was saying "you're selling your three best players."
They were three of our best players [Bobby Reid, Joe Bryan, Aden Flint] but how many of them did we miss to the level that we thought we were going to? I'm not saying that we didn't miss elements of them. I certainly wouldn't want to say that.
'You control what you can control and you look to build'
We had different qualities. We had (Adam) Webster at the back instead of Flint. We are talking about Webster being a more valuable asset than we were then. It's not linear. At that point of time, you may think "what's going on?" but there's method to the madness.
You can't control everything. You control what you can control and you look to build. You can get a pretty good impression of when someone might end up outgrowing you but the idea is that you grow together and they take you with them.
Are there funds in place for spending on transfers this summer? In your estimation, is it a good budget?
There's always a budget and that's part of the trading plan - where do you need the asset most, how do you think we can improve the overall makeup of the squad. Obviously Lloyd (Kelly) has left for a big fee which frees up some space in terms of the transfer budget.
But then it's how we use that and to be honest, it's not saying that we've got to spend all of it, it's got to fit. It's a jigsaw puzzle. It's about the wages, it's about personnel, transfer fees. So it's an interesting time of year because it's all a balancing act and it's all about where your priorities are.
What would you say to fans who say that Bristol City never spend any money and we're never going to get anywhere?
It's difficult in football because you tend to see the transfer fees. It's not an easy thing to understand that the average Championship club loses a lot of money every year and that's with all the transfer fees. You're operating in that space.
The thing you can say to them is, we have a plan, we will stick to it. It's our philosophy to develop players and to target young players to improve them and we improve with them.
That's not going to change. We're not going to suddenly transform and sign really expensive players on really expensive wages. We're not going to do that. They can sign up to what we're doing; I think it's quite clear what we're doing and you can see the improvement, year on year.
All we're trying to do is get better at it. If we continue to do that, we'll get to where we want to be.
How do you feel that the rebrand has gone?
I've been delighted with it and now you can see it everywhere, it looks so much better, digitally and in the flesh and everything else.
Change is difficult for anyone and it's the most emotional ...you don't want to call it a brand. You have very few of those in business or any industry where it's something that people tattoo on their body.
It has that emotional connection. It's something you've got to handle very carefully and I think we took the fans on the journey as much as possible and as best as we could.
That's just so important to go through those phases to say that we are doing it, that's it going to be a robin, the date's changing, that we're not going to have a vote on it.
But you try and step through that process so when you see it, it's still not going to be how you envisaged it but it's not five levels of surprise, it's one. So the reaction has been really positive from it.
I think it will grow on the people. It's just about change and it's been that way for most of their lives. I've been really pleased with it and I think the proof's in the pudding, really.