Neil Doncaster's strengths are also his weaknesses.

It was beyond midnight when the board of the newly-formed Scottish Professional Football League met for the first time last week, with the appointment of a chief executive being among their priorities.

The decision was taken to consider only Doncaster, the chief executive of the Scottish Premier League, and his counterpart at the Scottish Football League, David Longmuir, because their experience and knowledge of the Scottish game would not be matched by any external candidates. The eventual appointment of Doncaster on Wednesday was widely considered as inevitable, but it also represented a missed opportunity to invigorate the game with a fresh perspective.

Doncaster and Longmuir were acutely aware of all the pressing issues in the Scottish game, the machinations and politicking, and its commercial strengths and weaknesses. Even so, there was a case for outside figures to at least be considered in an interview process chaired by Aberdeen's Duncan Fraser and carried out by Celtic's Eric Riley and Stenhousemuir's Bill Darroch, all members of the new board and its remuneration and appointments committee.

Supporters tend to rail against the game's administrators, because they consider every issue from the prejudice of their support for their own club. Yet the arguments and governance challenges of the last two years have drained most of the willingness to accept that Doncaster, or Longmuir, was the right man to lead the game into a new era. That is unfair given the commercial deals both men struck for their previous organisations, and the chief executive role is always hidebound by the board structure, since it is ultimately the member clubs who hold the authority.

Doncaster has made an important contribution to the SPL, but there is a lingering resentment that he has yet to overcome. It exists, too, amongst some of the former SFL clubs, who still feel they were subject of a takeover rather than a merger given that Ralph Topping has moved from being SPL chairman to the same role with the SPFL, and the majority of new body's board held the same roles at the SPL.

Doncaster is a corporate figure, but has not yet demonstrated political shrewdness or media savvy. There is an acceptance within the new league body that a proper communications strategy may improve how decisions are conveyed and understood to clubs and fans.

It is a time of change, and the expediency of appointing a chief executive swiftly when the season's start is just weeks away was also an issue. Knowledge of Scottish football and the ability to assume the role immediately, were in the candidates' favour. But a broader recruitment strategy would have brought greater legitimacy to the appointment, even if both men stood up well against any outsiders. Doncaster will now organise the SPFL structure, and pursue commercial deals. Broadcast agreements will underpin the SPFL's financial status, while there is a level of interest from potential new title sponsors, although that accounts for only around 10% of the league's income.

"We have for the first time in 15 years something to sell over 42 communities," Doncaster said. "I'd rather be judged by our actions. The onus is on myself and the board to demonstrate that we're here for the benefit of all 42 clubs, not just the top 12, and I'm confident we can do that. Having any high-profile position in football, you come in for flak. Whatever decision that suits one party of fans doesn't suit another. Fans have their club closest to heart, but I have to work for all 42 clubs. We have to demonstrate that the composition for all 42 clubs is as fair and as transparent as possible.

"The complexity, particularly of some of the broadcasting arrangements in the UK and overseas, is such that anyone coming into this environment really has to hit the ground running. The experience that both David and I have over a number of years in the game was certainly very relevant. The [board] clearly felt that the two candidates had the right experience for the challenges ahead."

Longmuir is now taking some time to consider his position. Like every other member of staff in the merger of the two governing bodies, his employment contract is protected by legislation, but having missed out on the chief executive position he is only eligible for other, less senior roles. He may decide to seek employment elsewhere, although there would be a compensation package due to him. "David's currently in discussions with the remaining members of the board," Doncaster said. "In terms of other staff, it's only appropriate that we deal with them first and if we have an announcement to make, we will do so."

There is optimism that a sponsor will be secured within the coming months, although perhaps not before the SPFL kicks off in early August. Doncaster is leading the game through a difficult time, with Dunfermline Athletic and Hearts in administration while other clubs are financially constrained. It is in his favour that he understands the nuances and the pitfalls, but under his command the league has not always communicated well enough. If the new era is not to fall into the same mistakes as the past, there will need to be a change of mindset.

"I believe that Scottish football is in a better place with one league body being able to have a single conversation with broadcasters, sponsors, government and with the Scottish FA," he said.