Mark Coonen is a people-oriented, business-driven leader with a distinctive dual perspective in football: both as a former player agent and as a technical leader within a professional club. This combination enables him to bridge the often-separated worlds of player representation and club management, bringing a strategic, relational, and deeply informed approach to football leadership.
Over the years, Mark has gained a deep understanding of the football ecosystem from multiple angles. As a licensed football agent, he was involved in high-level negotiations, talent development, and international networking, gaining firsthand insight into the personal and professional journeys of players. On the club side, his roles as Head of Scouting and Interim Technical Director at PEC Zwolle allowed him to apply that knowledge toward building sustainable team structures, data-informed recruitment strategies, and a long-term vision for performance and development.
What sets Mark apart is his ability to see beyond short-term transactions. He understands the emotional, financial, and sporting stakes involved in every decision, making him a balanced and trusted figure for both players and stakeholders. His agency experience gives him an edge in negotiations, relationship management, and talent assessment, while his club background equips him with the strategic thinking and organizational skills needed to build lasting success.
In today’s football landscape, where alignment between agents, players, and clubs is more critical than ever, Mark represents a new generation of technical leaders: relationship-savvy, strategically grounded, and capable of operating across the full spectrum of the game.
Our Exclusive Interview with Mark Coonen
Who is Mark Coonen beyond football, and how have your personal experiences shaped the way you approach leadership in the game?
Beyond football, I am someone who values connection, clarity, and purpose in all areas of life. My background in business, particularly in media, communication, and partnership-focused roles, taught me that success is rarely about individual brilliance. It comes from building strong teams, setting a clear direction, and inspiring others to work toward it. I bring those same values into football leadership through open communication, long-term thinking, and a deep respect for individual motivation. Whether managing client relationships or leading a team, it always comes down to trust, consistency, and alignment.
What first inspired your move into the world of player representation, and how did that path evolve into technical leadership within a club?
My move into player representation was driven by a combination of passion and opportunity. I had worked in corporate roles centered around partnerships and negotiation and realized those skills could be applied to football, a field I have always been passionate about. As an agent, I built strong networks and gained a deep understanding of what players need to succeed. Over time, I became more interested in shaping the bigger picture at club level. That led me to a technical leadership role at PEC Zwolle, where I could help build long-term strategies and contribute to the club’s overall vision.
What has been the most unexpected or fulfilling aspect of working on both the agency and club sides of football?
The most fulfilling part has been understanding both perspectives and using that insight to create solutions that work for everyone. It is rare to have been both an agent advocating for a player and a technical leader building a squad and managing budgets.
What surprised me most is how often clubs and agents misinterpret each other’s goals. My experience on both sides allows me to bring clarity and alignment, which would not have been possible without living both realities.
How do you personally define effective leadership in football, especially when navigating the complex dynamics between players, agents, and clubs?
Effective leadership means having a clear vision, communicating with transparency, and making balanced decisions that consider performance, people, and business. Football is filled with emotional highs and lows, so leaders need to be a calm and steady presence who can earn trust across every level, from players to executives.
My background in both commercial business and player representation taught me to handle diverse interests with empathy and clarity. Strong leadership means knowing when to listen, when to act, and when to stand firm.
You have worked in roles that require both negotiation skills and long-term strategy. Which achievements are you most proud of in bridging those two areas?
One example I am proud of is my time at PEC Zwolle, where we implemented a data-driven scouting system while staying within strict financial limits. My experience as an agent helped ensure that we recruited players who matched our sporting needs and financial goals.
In my business career, I worked on complex projects that required strategic planning and commercial execution. I brought the same thinking into football by balancing short-term performance with long-term development.
What qualities do you think are essential for young professionals entering football management or talent representation today?
Three qualities stand out: emotional intelligence, strategic thinking, and adaptability. Modern football involves much more than on-field talent. It includes data, psychology, branding, and negotiation.
Having worked across different sectors, I learned the importance of shifting perspectives and anticipating change. Young professionals must understand the full context of their role. Whether working in scouting, management, or representation, their success depends on understanding football’s broader financial, social, and competitive landscape.
How has your dual experience shaped your views on the current transfer market and the evolving role of agents in modern football?
My experience taught me that the transfer market is becoming more strategic and data-oriented. Relationships still matter, but clubs now demand forward planning and financial discipline. Agents are no longer just deal-makers. They are career advisors. Technical directors are not only experts in football. They must also be strong communicators and decision-makers.
Having worked on both sides, I believe in closer collaboration between clubs and agents. Agents who understand how clubs operate internally can add significant value. Clubs that see agents as partners tend to achieve more sustainable success.
Looking ahead, what is next for you in football, and how do you envision your role evolving in the future of the game?
I want to continue growing as a strategic leader in football, ideally in a role where I can build long-term value across performance, development, and club culture. My goal is to help create environments where players, staff, and executives work toward a shared and unified vision.
As football becomes more global, data-driven, and commercially complex, I believe my cross-industry background will continue to be an asset. Whether as a technical director or in a broader leadership position, I aim to operate at the intersection of performance, people, and purpose.