In 2010, an injured 17-year-old Spaniard sat on the sidelines of a high school field in Michigan. What he saw there – dozens of girls’ teams playing with skill and passion – changed his life.
“I left Spain with almost no notion of women’s football and came back with the feeling I had discovered something that didn’t exist in my country,” recalls Andrés García.
Andrés García (born 1992 in Madrid, Spain) is a leading professional in women’s football. He currently serves as Head Scout and Player Recruitment Lead at Atlético de Madrid Women, where he is responsible for identifying, recruiting, and integrating top-level talent into one of Spain’s most competitive squads.
His career at Atlético de Madrid spans multiple roles – from youth coach to methodology coordinator, scouting coordinator, and now first-team head scout. Beyond the club, García has gained international experience in the United States, Canada, and the United Kingdom, coordinating football camps and supporting player development across borders. He is also the founder of Madrid Norte CFF, a project designed to promote women’s football and create competitive opportunities for female players in Spain and abroad.
With a UEFA A coaching license and a degree in education, García combines analytical expertise with empathy and pedagogy. He is widely recognized for his ability to build trust with players and families, to identify emerging talent, and to introduce innovative methodologies in player development. His career reflects the rise of women’s football in Spain, which has grown into one of the global leaders of the game.
Our exclusive interview with Andrés García
You have been involved in women’s football for over a decade. What first drew you to the women’s game, and how did those early years shape your philosophy as a coach and scout?
I discovered women’s football in 2010 when I was 17 and studying in Michigan. Because of a long-term injury, I couldn’t play, but I observed. What struck me was how many girls were playing, and their level of skill and tactical awareness. Imagine dozens of natural-grass fields, games on every pitch, parents sitting in chairs, and me, a Spanish teenager, amazed by what I was seeing. Back in Spain, women’s football was practically invisible. That contrast motivated me to recreate what I had seen: a methodical, analytical way of working, built on patience and strong technical foundations. These principles have guided me ever since, both in coaching and scouting.
That contrast motivated me to recreate what I had seen: a methodical, analytical way of working, built on patience and strong technical foundations.
You’ve held several positions at Atlético, from youth coach to Head Scout. Which role challenged you the most, and how has each step prepared you for your current position?
Every role has been demanding. Coaching players in the academy was never just about football, it was about instilling values and representing Atlético in the right way. Scouting, by contrast, meant finding outside what we lacked inside. It is a 360-degree process: analyzing a player, talking to her, convincing her to join, and then ensuring her adaptation in the first year. Both experiences have been essential. They complement each other and prepared me for the position I hold today as Head Scout of Atlético de Madrid Women.
When scouting, what qualities do you prioritize beyond technical ability? How do you balance potential versus immediate performance?
When analyzing players, we always follow three principles. First, the technical-tactical and physical aspects, to compare with our current squad. Second, the performance aspect: how long do we believe the player will need before contributing at the required level? And third, the cultural aspect: once convinced by the first two, we interview the player and gather references to ensure she fits our team culture.
As a Methodology Coordinator, you worked on implementing playing models across different age groups. What is your vision for developing players in a consistent yet individualized way?
The challenge was often to break away from what seemed logical. Two examples stand out:
- Competing against boys: Our academy teams often played against boys from U-10 to U-14, because at that stage mixed football is still allowed. This gave the girls the intensity and competition they needed.
- Street Football: Inspired by conversations with our current first-team coach Víctor Martín Alba and Pep Guardiola’s “let the child play” philosophy, we created 3×3 games without coaching feedback. Players had to make their own decisions, resolve conflicts, and develop personality. Watching these sessions was fascinating, because you could see players growing in decision-making, resilience, and game intelligence. Both approaches encouraged consistency across age groups while respecting individuality.
Watching these sessions was fascinating, because you could see players growing in decision-making, resilience, and game intelligence.
You describe yourself as proactive and reflective. How do these qualities influence the way you lead teams, interact with families, and make recruitment decisions?
Empathy is essential. Families often make extraordinary sacrifices – driving hours to training or even relocating – just because we showed interest in their daughters. In my position, I sometimes had to step in and prevent these decisions, because the player’s well-being is more important than ambition. Inside the club, I’ve always tried to remain approachable. Even now, focused on the first team, I maintain contact with players, staff, and families from the academy. Development is about people and relationships, not just performance.
You have worked in Spain, the USA, Canada, and the UK. How have these different football cultures influenced your approach to scouting and player development?
I have gone through different phases in my career. At the beginning, I valued the methods abroad more than those in Spain, because women’s football here had so few resources. Now, I’ve built what I call a “cocktail” of ideas. From the U.S., I adopted the “one ball, one player” model to strengthen fundamentals. But I also realized that American and Spanish players have different profiles, and in Spain more emphasis is placed on tactical intelligence and decision-making.
Working in Canada and the UK also added perspectives. In Canada, I saw how grassroots football provides pathways for participation on a massive scale. In the UK, I experienced the academy culture, which focuses heavily on structure and long-term planning. These reflections have evolved alongside the growth of women’s football in Spain, both nationally and at club level. Today, Spain is one of the top three countries in the world, and I’m proud to have contributed to that progress.
What are your long-term ambitions in women’s football? Do you see yourself continuing in scouting and recruitment, or moving back into coaching and methodology?
What I know for sure is that I want to remain in women’s football. I enjoy challenges, and I’m fortunate to work closely with Patricia González, our Sporting Director, who has taught me a great deal about building processes and managing a professional sporting department. Looking ahead, I see myself in a leadership role – perhaps as head of an academy or sporting director – where I can continue contributing to the growth of players and the club.
