The 1970s in New York were electric. Music, sports, and pop culture collided in a way the world had never seen before and two Turkish names were at the heart of it: Ahmet Ertegün, the music mogul who reshaped the global soundscape, and Yasin Özdenak, the talented goalkeeper who stood alongside Pelé, Beckenbauer, and Chinaglia in the legendary New York Cosmos team.
Ahmet Ertegün: The Visionary
Born in Istanbul in 1923, Ahmet Ertegün grew up in a diplomatic family and moved to Washington, D.C. as a teenager. Fascinated by jazz, blues, and R&B, he co-founded the iconic Atlantic Records in 1947 with his brother Nesuhi Ertegün.
Under his leadership, the label launched the careers of superstars like:
Artists Launched by Ahmet Ertegün
Ray Charles
Aretha Franklin
Led Zeppelin
The Rolling Stones
But Ahmet’s passion wasn’t limited to music. He had another dream: to make football big in the United States. In 1970, together with Nesuhi and media executive Steve Ross, he co-founded the New York Cosmos.
“I wanted to make football in America as big as we made music.”
— Ahmet Ertegün
The Birth of the New York Cosmos
The breakthrough came in 1975, when Ahmet Ertegün achieved the unthinkable: he brought Pelé, the greatest footballer of all time, to New York. That single transfer changed American sports forever.
Soon, other global stars followed:
Cosmos Legends
Franz Beckenbauer
Carlos Alberto Torres
Giorgio Chinaglia
Johan Neeskens
With these legends, the Cosmos became more than just a football club — they became a global phenomenon. The Giants Stadium was packed with crowds of 70,000 fans, while celebrities like Mick Jagger, Andy Warhol, and Muhammad Ali watched from the stands.
Yasin Özdenak: From Galatasaray to the Cosmos
Yasin Özdenak, born October 11, 1948, in İskenderun, Turkey, began his professional career at İstanbulspor before moving to Galatasaray, where he won three Turkish league titles.
In 1976, Ahmet and Nesuhi Ertegün brought him to the New York Cosmos — a historic transfer that placed him in one of the most glamorous football projects in the world. Suddenly, a Turkish goalkeeper was sharing the pitch with Pelé, Beckenbauer, and Chinaglia.
For Turkish fans, Yasin’s move symbolized something bigger: it was proof that Turkish football could shine on the global stage.
Highlights and Achievements
Under Ahmet Ertegün’s Leadership
The Cosmos won five NASL Championships in 1972, 1977, 1978, 1980, and 1982.
During Yasin Özdenak’s Time
Played in front of record-breaking crowds in the U.S.
Faced legendary opponents, including an 18-year-old Diego Maradona in 1978.
Became one of the few Turkish footballers to play alongside Pelé.
After his playing career, Yasin stayed with the Cosmos, becoming assistant coach under German manager Hennes Weisweiler from 1980 to 1981.
Alors que le football européen connaît une transformation financière sans précédent, le capital-investissement et les fonds d’investissement ne sont plus de simples acteurs périphériques : ils deviennent les véritables architectes de l’avenir du sport. Cet article constitue le deuxième volet de la série « Le capital-investissement dans le football : révolution ou pari risqué ? », qui explore comment ces fonds redessinent le paysage du football, en injectant du capital et en redéfinissant la propriété des clubs, avec un potentiel de transformation considérable, mais aussi des risques majeurs.
Dans la première partie de cette série, nous avons examiné comment l’instabilité financière et les séquelles de la pandémie ont ouvert la voie à de nouveaux types de propriétaires dans l’industrie du football. Aujourd’hui, dans ce deuxième volet, nous allons plus loin : qui sont exactement ces fonds d’investissement ? Quelles sont leurs stratégies, leurs portefeuilles et leurs ambitions dans le football ? De l’empire transatlantique de RedBird Capital aux accords révolutionnaires de CVC avec des ligues entières, cet article dresse la cartographie des acteurs clés qui redéfinissent le football, non pas en tant que passionnés, mais en tant qu’acteurs financiers.
Nous verrons comment ces fonds considèrent les clubs comme des actifs au sein d’un portefeuille d’investissements plus large, la logique qui sous-tend la multipropriété de clubs, et ce que cela implique en termes de gouvernance, de performance et de durabilité à long terme. Que vous soyez investisseur, dirigeant de club ou simple passionné cherchant à comprendre cette nouvelle ère du football, cet article vous offrira plus d’informations sur les nouvelles tendances financières du futur du football.
Vue d’ensemble des principaux acteurs
Au cours de la dernière décennie, une vague de fonds d’investissement et de sociétés de capital-investissement a fait son entrée dans l’industrie du football, saisissant des opportunités au sein des clubs, des ligues et des droits médiatiques. Contrairement aux propriétaires traditionnels, souvent des individus fortunés ou des figures locales, ces acteurs opèrent selon une logique différente : retour sur investissement, acquisition stratégique d’actifs et valorisation des marques à l’échelle mondiale.
Comme expliqué dans la première partie de cette série, on recense aujourd’hui 125 groupes de multipropriété (MCO) actifs, supervisant environ 380 clubs à travers le monde. Si le terme « multipropriété de clubs » évoque l’image de vastes conglomérats footballistiques, la réalité est bien plus nuancée : la majorité des groupes ne détient que deux clubs, et moins de 40 % en contrôlent trois ou plus. Cela témoigne d’un écosystème encore jeune, hétérogène et en pleine structuration, allant de petits partenariats transfrontaliers à de vastes plateformes d’investissement globales.
L’Europe reste le cœur stratégique du modèle, mais les MCO s’étendent désormais à tous les continents et à tous les niveaux de compétition, redéfinissant la géographie du football et ses fondements économiques. À mesure que le modèle évolue, la prochaine étape ne sera peut-être pas l’expansion, mais la consolidation.
Source: Profluence Sports
Si de nombreux groupes de multipropriétés (MCO) opèrent à petite échelle, une poignée d’acteurs majeurs construisent des réseaux vastes et interconnectés à l’échelle mondiale. Soutenus par des fonds de capital-investissement ou des capitaux institutionnels, ces groupes redéfinissent l’industrie du football à travers des acquisitions stratégiques, une gestion centralisée et un travail de fond sur le développement de marque à long terme.
Voici un aperçu des principaux acteurs de cette transformation, accompagné des informations clés les concernant :
Nom du fond
Clubs/Actifs détenus
Actifs sous gestion estimés ($)
Stratégie d’investissement
RedBird Capital
AC Milan, Toulouse FC, participation minoritaire dans Liverpool FC (FSG)
~ $12B
Capital-investissement, médias (Skydance), développement de marque, infrastructures sportives
777 Partners / A-CAP*
Genoa, Standard Liège, Vasco da Gama, Hertha BSC, Red Star FC, Sevilla FC (participation minoritaire)
~ $12B
Stratégie multi-clubs, trading de joueurs, actifs sous-évalués
CVC Capital Partners
LaLiga (Participation de 8 % dans les revenus médiatiques), Ligue 1, IPL (Cricket), Six Nations (Rugby)
~ $223B
Monétisation des droits médiatiques, partenariats de long terme avec les ligues
Silver Lake (18%) / Newton Investment and Development LLC
City Football Group dont Manchester City, Girona FC, SK Lommel, Palermo FC, New York City FC, Melbourne City FC, ESTAC, Yokohama F. Marinos, Montevideo City Torque, Mumbai City FC, Bahia, Shenzhen Peng City FC, Club Bolivar (Partner club)
~ $100B (Silver Lake) / N/A (Newton Investment and Development LLC)
Image de marque orientée technologie, optimisation des données, investissements sportifs mondiaux, développement urbain, expansion de la marque
RedBull GmbH
Red Bull Salzburg, RB Leipzig, New York Red Bull, Red Bull Bragantino, RB Omiya Ardija, Leeds United and Paris FC (participation minoritaire)
N/A (société privée)
Image de marque axée sur la technologie, optimisation des données, investissements sportifs mondiaux, développement urbain, expansion de la marque
Saudi Public Investment Fund (PIF)
Newcastle United et clubs saoudiens; Al-Hilal, Al-Nassr, Al-Ittihad, Al-Ahli (Restructuration de ligue)
~ $941B
Secteurs à forte croissance tels que le divertissement, le sport, la technologie et les infrastructures (Vision 2030)
Ineos Group
Manchester United (Participation minoritaire de 28 % avec contrôle opérationnel), OGC Nice (17%), Lausanne-Sport (19.9%)
N/A (société privée)
Portefeuille sportif diversifié (football, F1, cyclisme, etc.), visibilité de la marque, engagement communautaire
Clubs au fort héritage et au potentiel de croissance
Pachuca Group
C.F. Pachuca, Club León, Real Ovedio, Everton de Viña del Mar, Club Atlético Atenas, Coyotes de Tlaxcala
N/A (société privée)
Multipropriété de clubs, développement des jeunes, investissement dans les infrastructures
Oaktree Capital
FC Internazionale (Prise de contrôle majoritaire via défaut de paiement en 2024)
~ $203B
Actifs en difficulté, contrôle stratégique par effet de levier de la dette
Pacific Media Group/NewCity Capital
Barnsley FC, FC Thun, KV Oostende, AS Nancy Lorraine, Esbjerg fB, FC Den Bosch, FC Kaiserslautern
N/A (Consortium privé de football)
Clubs sous-évalués dans des divisions inférieures ou des championnats en difficulté, acquis via des prises de participation majoritaires
Global Football Holdings
Crystal Palace FC, Real Salt Lake, Augsburg, SK Beveren, Brøndby, ADO Den Haag, Estoril Praia
~ $12B
Développement de franchises sportives et d’infrastructures, innovation technologique, capital-risque
*Au cœur d’une enquête pour fraude, 777 Partners a vu ses actifs transférés à A-CAP. De nombreux clubs sous leur contrôle sont désormais à la recherche de nouveaux propriétaires.
La montée en puissance du modèle de multipropriété de clubs (MCO) est de plus en plus manifeste dans le football européen. Lors de la saison 2023–2024, les participations minoritaires et majoritaires dans des clubs des cinq grands championnats ont atteint 41,7 %, soit 40 clubs sur 96, contre 36,7 % l’année précédente. Selon l’UEFA, le nombre de clubs intégrés à des structures de MCO est passé de 40 en 2012 à 180 en 2022, illustrant un changement profond et accéléré dans le paysage de la propriété des clubs de football.
Source: CIES
L’un des principaux moteurs de l’attrait croissant pour la multipropriété de clubs réside dans sa capacité à générer des synergies, selon une approche directement inspirée des modèles d’acquisition et de création de valeur du capital-investissement. Ces synergies se manifestent de différentes manières : des accords de sponsoring conjoints, une circulation plus fluide des joueurs et des entraîneurs entre les clubs du même groupe, une unification des opérations de recrutement, une présence de marque renforcée à l’échelle mondiale, une gestion financière centralisée, ainsi qu’un partage accru des données grâce aux systèmes GPS et aux outils d’analyse tactique avancés. Cette logique intégrée vise à maximiser les performances sportives tout en optimisant la rentabilité économique, marquant ainsi un tournant décisif dans la manière dont les clubs sont dirigés, valorisés et développés à long terme.
Quelle est la logique d’investissement derrière le football ?
Les modèles de multipropriété reposent généralement sur un « club phare » évoluant dans l’un des championnats de première division les plus lucratifs, tandis que les autres participations se composent de clubs satellites opérant dans des compétitions de moindre envergure commerciale. À l’échelle du portefeuille, les groupes MCO peuvent atteindre une valorisation globale plus élevée en créant des synergies entre leurs clubs : mutualisation des ressources, alignement stratégique et opérations centralisées.
Cela permet souvent au club phare de bénéficier d’une prime de valorisation, dépassant la simple addition de la valeur individuelle de chaque club, une logique proche de l’approche « buy-and-build » couramment utilisée dans le capital-investissement. Cette configuration est également pensée pour minimiser les conflits d’intérêts entre clubs affiliés susceptibles de s’affronter, tout en permettant à la structure soutenue par le capital-investissement de répliquer le modèle du club phare dans les entités les plus faibles du portefeuille.
Les clubs de football, en particulier ceux évoluant dans les grands championnats européens, sont de plus en plus perçus comme des actifs de divertissement mondiaux sous-évalués. La logique d’investissement des fonds repose ainsi sur plusieurs piliers fondamentaux :
Appréciation des actifs et création de valeur à long terme
De nombreux clubs historiques souffrent d’une mauvaise gestion, mais possèdent une valeur de marque considérable. Les fonds d’investissement cherchent à acheter à bas prix, souvent en période de crise ou de sous-valorisation, à restructurer les opérations, puis à faire croître la valeur de l’actif sur le long terme, que ce soit dans une optique de conservation ou de revente.
Cette stratégie inclut notamment :
Hausse de la valorisation des clubs grâce aux synergies : Les groupes de multipropriété tirent parti de synergies, d’efficiences opérationnelles, de ressources partagées et d’une coordination stratégique qui rendent leur portefeuille collectif plus précieux que la somme des clubs pris individuellement. Cet effet de “prime” se traduit par des valorisations plus élevées pour chaque club, les investisseurs reconnaissant la valeur ajoutée de l’intégration ainsi que le potentiel de croissance à long terme.
Croissance de la valeur des joueurs : Les joueurs représentent les principaux actifs des clubs, et leur valeur marchande augmente souvent grâce à une stratégie ciblée de développement et de transferts au sein du réseau de multipropriété. En formant de jeunes talents dans les clubs satellites, puis en les transférant ou en les promouvant vers les clubs phares, les groupes de multipropriétés optimisent la valorisation des joueurs et génèrent des plus-values significatives lors des transferts.
Amélioration des performances financières : Les économies d’échelle générées par la centralisation des opérations, combinées à l’augmentation des revenus issus de sources diversifiées (droits de diffusion, sponsoring, merchandising, contenus digitaux), contribuent à assainir les bilans comptables et à renforcer les flux de trésorerie. Ces améliorations ont un impact direct et positif sur la valorisation des clubs à moyen et long terme.
Investissements stratégiques en capital : Les propriétaires de groupes de multipropriétés investissent fréquemment dans la modernisation des infrastructures : stades, centres d’entraînement, installations technologiques, autant d’éléments qui renforcent la compétitivité du club et augmentent sa valeur marchande. Ces améliorations d’actifs tangibles favorisent une appréciation durable et contribuent à attirer de nouveaux investisseurs.
Dynamiques de marché et popularité croissante du football : La popularité mondiale du football ne cesse de croître, entraînant une demande accrue pour des participations dans les clubs. Cette tendance macroéconomique alimente une inflation générale des prix des actifs, au profit des groupes de multipropriétés les mieux positionnés, disposant de portefeuilles diversifiés et stratégiquement implantés.
Synergies via la multipropriété de clubs (MCO)
Comme évoqué précédemment, des groupes tels que RedBird, Red Bull et bien d’autres développent des stratégies en réseau, en construisant de véritables écosystèmes de clubs à travers plusieurs pays. Ces synergies permettent notamment :
Diversification des risques : En détenant des clubs dans différentes ligues, pays ou niveaux de compétition, les groupes de multipropriétés peuvent compenser les contre-performances d’un marché par les succès d’un autre, réduisant ainsi le risque financier global.
Économies d’échelle et synergies opérationnelles : La centralisation de fonctions telles que la finance, les ressources humaines, le scouting, le marketing ou encore le développement des joueurs permet aux groupes de multipropriétés de réduire leurs coûts et d’améliorer leur efficacité opérationnelle. Le partage des ressources génère des économies substantielles et offre un pouvoir de négociation renforcé vis-à-vis des sponsors et partenaires commerciaux.
Développement et circulation des talents : Les structures de multipropriété permettent une gestion fluide des prêts, des transferts et des parcours de formation entre clubs. Les jeunes talents peuvent être développés dans des clubs de moindre envergure avant d’être transférés vers les équipes phares, ce qui optimise leur valeur marchande et favorise leur évolution de carrière.
Expansion de la marque et croissance commerciale : La détention de clubs dans des régions variées élargit l’empreinte mondiale du groupe, ce qui accroît les opportunités de sponsoring, l’étendue de la base de fans et le potentiel de merchandising, générant ainsi de nouvelles sources de revenus.
Intégration des données et de l’analyse : Des systèmes de données centralisés, incluant le suivi GPS et l’analyse tactique avancée, permettent d’optimiser la performance et le recrutement, offrant ainsi un avantage concurrentiel au groupe.
Réplication de modèles performants : Les stratégies de type « buy and build », propres au capital-investissement, sont appliquées en répliquant des modèles opérationnels et des identités de marque réussis à l’échelle de l’ensemble des clubs. Cette approche permet d’augmenter la valorisation globale du groupe au-delà de la simple addition des entités individuelles.
Contenu et engagement du public : Le contrôle du contenu et des récits diffusés sur les différentes plateformes renforce l’engagement des fans et l’attractivité commerciale, ajoutant ainsi des actifs immatériels mais précieux au portefeuille du groupe.
Source: Sports Business Institute Barcelona
Le football comme outil de diversification
Ces dernières années, les sociétés de capital-investissement et de capital-risque considèrent de plus en plus les clubs de football comme des actifs de diversification précieux au sein de leurs stratégies d’investissement globales. Une telle orientation marque une rupture avec les secteurs traditionnels, en intégrant le sport comme levier d’agilité et de performance dans la gestion d’actifs.
Actif non corrélé : Les clubs de football évoluent dans une sphère largement décorrélée des marchés financiers traditionnels tels que les actions, les obligations ou les matières premières. Cela signifie que leur performance financière, portée par la billetterie, les droits de diffusion, les contrats de sponsoring ou encore le trading de joueurs, ne suit pas nécessairement les fluctuations des marchés boursiers ni les cycles économiques classiques.
Influence culturelle et politique : Les clubs de football exercent une influence culturelle et politique considérable, notamment dans les marchés émergents et les régions où le sport est profondément ancré dans l’identité sociale. La possession d’un club permet aux investisseurs d’accéder à des réseaux politiques locaux et de bénéficier d’un capital sympathie au sein de la société, des atouts souvent mobilisés pour favoriser l’expansion commerciale ou asseoir un certain « soft power ».
Dans des pays comme les États-Unis, l’Inde ou la Chine, où le football connaît une croissance rapide, les clubs deviennent de véritables plateformes de diplomatie culturelle et de pénétration de marque.
Exemple : La prise de contrôle du Mumbai City FC en Inde par le City Football Group a permis au conglomérat de s’implanter dans l’un des marchés sportifs les plus vastes et à la croissance la plus rapide au monde, tout en renforçant son influence commerciale et culturelle.
Technologie et innovation médiatique : Les clubs de football sont de plus en plus utilisés par les fonds d’investissement comme des laboratoires vivants pour tester des technologies de pointe, telles que l’analyse biométrique, le scouting assisté par l’intelligence artificielle, les plateformes d’engagement des fans ou encore la monétisation de contenus digitaux. Ils offrent un environnement contrôlé, propice à l’expérimentation, permettant ensuite de déployer ces innovations à plus grande échelle au sein d’autres entreprises du portefeuille ou dans d’autres secteurs d’activité.
Conclusion
Les fonds d’investissement et les sociétés de capital-investissement sont rapidement devenus des acteurs incontournables du football européen, faisant basculer la propriété des clubs d’un modèle local traditionnel vers des structures mondiales, orientées par la logique financière. Ces fonds exploitent des modèles de multipropriété (MCO), avec un club phare implanté dans un grand championnat, soutenu par un réseau de clubs satellites répartis à travers le monde. Cette architecture permet de créer des synergies précieuses telles que le partage de ressources, le développement de talents et l’expansion de la portée de la marque.
Cette stratégie vise une valorisation à long terme des actifs, une diversification des risques et des gains d’efficacité opérationnelle, transformant ainsi les clubs de football en véritables actifs de divertissement à forte valeur ajoutée. Leur influence croissante redéfinit non seulement la gouvernance et les performances des clubs, mais exploite aussi le potentiel culturel et technologique unique du football, considéré comme un investissement peu corrélé aux marchés traditionnels.
Dans le prochain article de cette série, nous examinerons en détail, étape par étape, comment ces fonds acquièrent et gèrent des clubs de football, depuis les phases de due diligence et d’audits financiers jusqu’à la structuration des accords et les réformes de gouvernance qui façonnent cette nouvelle ère de la propriété dans le football.
Una pregunta recurrente ocupa la mente de profesionales, amigos y familiares cada vez que he tenido la fortuna de dirigir a una selección nacional: ¿No echas de menos el día a día de los clubes? Si los que no han vivido la experiencia supieran cómo trabajo en selecciones, ¡verían desahogado el ritmo frenético de un equipo de élite!
Son ya dos selecciones las que he dirigido a mis 43 años. La especificidad del trabajo de seleccionador merece un artículo solo para conocer las claves de la labor que he desempeñado en la preparación de dos clasificaciones a Copa del Mundo (Qatar 2022 y United 2026), la clasificación a una Copa Oro (2025) y el ascenso al grupo de privilegio en Liga de Naciones de Concacaf (Nations League A para 2025, 2026 y 2027); así como en el desarrollo del talento para el alto rendimiento en la Selección Nacional de Panamá U21 y U23, que ahora forma parte de casi la mitad del grupo que en el próximo mes de septiembre afrontará su intento de alcanzar por segunda vez en su historia una fase final de un Mundial. Adéntrate conmigo en el apasionante mundo de la preparación de una selección para el único objetivo que, millones de personas, compatriotas, que alientan y presionan a partes iguales, desean: ganar.
El primer paso
15 de noviembre de 20254. Son las 23:00 en San Salvador. El estadio Cuscatlán se vacía mientras los jugadores, después de celebrar en el terreno de juego con sus compañeros, sus familias y allegados la victoria en la jornada 6 del grupo A de Liga B de Naciones, van accediendo a cuentagotas al vestuario. En los cien peldaños que separan el acceso al terreno de juego del camerino, la complicidad entre cada jugador y miembro del cuerpo técnico y yo se traduce en gritos de felicidad y abrazos para celebrar que, un año después, la Selecta vuelve a la Liga A de Naciones. Y de paso, se clasifica a la Copa Oro 2025 de manera directa. Con una victoria más en los dos partidos que quedan de clasificación a Copa del Mundo en junio de 2025, el equipo estaría en la última fase, la última ronda de clasificación para United 2026: seis partidos de distancia con respecto al soñado regreso a la competición que les vio despedirse de ella en 1982 por 42 años…
¿Cómo hice para enfocar este logro el día 1 de enero de 2024, cuando me hago cargo de la Selección Nacional de El Salvador, un equipo que llevaba diecisiete partidos seguidos (año y siete meses) sin ganar un partido? ¿Cómo hacer de un equipo roto sin rumbo un equipo ganador y en las mejores competiciones? Te lo cuento a continuación.
Resumir en un artículo un año entero de trabajo soportado sobre la experiencia de más de diez años en la élite del fútbol es imposible. Te ofrezco los parámetros básicos en torno a los que gira mi sistema de trabajo para encarar cada proyecto con una base general y una adaptación específica:
Entender la competición
Si bien todas las selecciones del mundo luchan cada cuatro años por un objetivo común, llegar al Mundial, cada confederación tiene un sistema de competiciones, aparte de una competición propia; y a todo eso, hay que identificar las características propias de la federación para la que se trabaja, la selección y el país. Mi experiencia en Panamá en Qatar 2022 y en Copa Centroamericana de Clubes en 2023 me hacían entender perfectamente el contexto. Cuando la experiencia previa no es tan concreta, como ha sucedido en otras ocasiones, la organización del estudio del equipo, la comparativa con mi scout, el análisis del rendimiento último a través del dato (Opta/Wyscout) y la plantilla tipo de presentaciones junto a mi software de referencia (ScoutYouPro) me permiten tener controlado el contexto al que me dirijo en 24-48 horas. En este caso, a esa organización sistemática se unía mi conocimiento práctico: tenía claro qué jugadores faltaban en la plantilla, qué modelo organizacional requería la competición y cómo enfocar su preparación.
Primer objetivo, ganar alguno de los amistosos hasta la fecha de junio mientras iba dando forma a la plantilla base y asimilaban el sistema los jugadores que formarían el tronco de la selección; y el segundo, para los dos partidos de junio (de los cuatro a disputar en esta segunda ronda, con grupos suizos de cinco equipos), sacar un empate y una victoria. En estos grupos es fundamental puntuar cada jornada, y una media de victoria en casa y empate fuera te otorga el pase, pues se clasifican dos equipos de los cinco. Te adelanto: con el bloque habiendo asimilado el sistema a la perfección, y tras no poder sacar una victoria ante rivales complicadísimos (Inter Miami, empate; Honduras, empate; y derrotas con Costa Rica y Argentina), en junio llegó es ansiada victoria tras dos años y se cumplió el objetivo de empate y victoria. Quedaba para septiembre, octubre y noviembre la Liga de Naciones en un grupo de cuatro equipos. Solo dos partidos en casa, los dos últimos. Y se ascendió con cinco victorias de seis encuentros. Añadiendo un amistoso contra Guatemala, jugado en julio de 2024, en el que se ganó, los números quedaron en siete victorias de quince encuentros, con cuatro empates y cuatro derrotas, los mejores números de los últimos cinco años de la Selecta. ¿Cuánta importancia le darías al conocimiento de la competición a disputar para optimizar el rendimiento y aplicar los esfuerzos en los momentos determinantes?
Entender las concentraciones y los jugadores
Para lograr ese rendimiento, es necesario conocer cómo se opera en el lugar en el que se trabaja. Las selecciones nacionales en la zona de Centroamérica dan mayor peso al equipo nacional que a los clubes. La colaboración entre federación y liga se estima esencial para que el funcionamiento de la competición local potencie el trabajo de la selección y que, a su vez, la selección mejore el rendimiento de la liga. Esto pasa por desarrollar un trabajo intermitente pero recurrente con los jugadores locales que, jugando en la liga del país, suelen ser convocados con la selección. Como las ventanas FIFA están previstas cinco veces al año y los jugadores que compiten fuera del país tienen la obligación de asistir, entre ventana y ventana tenemos semanas que se pueden dedicar a entrenamiento del equipo de cara a asimilar el sistema, la metodología de trabajo y las ideas clave, además de poder citar a jugadores jóvenes o que destacan en la competición local que de otra manera sería muy difícil tener la oportunidad de entrenar.
Esta ventaja con respecto a selecciones de otras confederaciones que solo pueden contar con los jugadores en las ventanas oficiales permite que la intensidad y la falta de tiempo de las semanas FIFA durante el año se vean amortiguadas con una preparación previa de base que hace llegar al jugador al partido con las ideas claras. Por eso hay que aprovechar cada microciclo, cada entrenamiento, en lo realmente esencial: el juego.
Entender los objetivos de la afición
Ser el responsable de los resultados de un equipo al que siguen más de diez millones de personas es una gran exigencia. ¡Me encanta esa exigencia! Y se lleva mucho mejor si se conoce lo que quiere la gente. Todos queremos ganar. Ver a la selección de tu país jugar partido tras partido durante dos años sin sacar un resultado a favor es una carga que, bajo el sentimiento nacional, se mitiga con la ilusión de que la próxima vez sí. Y es un impulso que hay que aprovechar: la gente ama a su selección. Y desea que lo des todo para representarles. Cada paso que das con esa responsabilidad a la espalda exige la conciencia de que no va a quedar nada en tus manos para lograr unir a tanta gente en la emoción de una victoria. Si al trabajo de entrenador hay que aplicarle una pasión implícita y un sistema de organización profesional, al de un seleccionador hay que aportarle un extra, y ese extra tiene una carga emocional de una fuerza ilimitada. Saber transmitirle a los jugadores las sensaciones corporales y mentales que siento formando parte de su familia, la de todo un país, abrazados por una bandera, es sinónimo de éxito a la hora de competir poniendo sobre la mesa un sistema, una estrategia, una operatividad. Se puede ganar y perder, pero así nos acercamos sin ningún género de dudas al éxito. Y a las pruebas me remito.
Okan Özkan (born 2 February 1991, Istanbul) is a Turkish football executive and former youth coach, best known for his long tenure at Fenerbahçe SK in both technical and administrative roles. A UEFA A-licensed coach with a strong academic background in economics and sports management, Özkan has been described by Turkish outlets as a “young and competent sports manager” who bridges on-field expertise with off-field strategy.
Early Life and Education
Özkan studied Economics at Istanbul University before expanding his education internationally with a year at the University of Siena in Italy (2012–13). He later participated in a Sports Law and Management course at Kadir Has University and a master’s degree in Sports Management at Marmara University. Reports also suggest he undertook formal coaching education in Scotland prior to his entry into professional coaching. This combination of economics, sports management, and coaching qualifications positioned him uniquely as both an analyst and practitioner within football.
Professional Background Before Football
Before moving fully into football, Özkan worked in finance and business. From 2013 to 2015, he was an auditor at KPMG, later taking up financial reporting roles at Vodafone. This financial grounding would later become a key asset in his football career, particularly during his tenure in Fenerbahçe’s finance and football management departments.
Transition into Coaching
In 2017, after starting his coaching education journey which ended with securing his UEFA A License, Özkan entered the coaching profession with Kasımpaşa SK’s youth academy, working with under-11 and under-7 teams. A year later, he joined Fenerbahçe SK, initially as part of the youth setup under Spanish Academy Director David Badia and Sporting Director Damien Comolli. In the 2019–2020 season, Özkan coached the U14 squad, where he was credited with introducing modern training methodologies and supporting the club’s youth development and performance analysis systems. These roles established his reputation as a technically adept, data-oriented coach with managerial ambitions.
Career at Fenerbahçe
Özkan’s progression within Fenerbahçe was rapid, spanning both technical and executive positions:
July 2017 – June 2018: Assistant coach, Kasımpaşa SK youth (junior age groups)
July 2018 – June 2020: Assistant coach, Fenerbahçe SK youth (U14)
Aug 2020 – June 2022: Finance Executive, Fenerbahçe SK (budgeting, reporting, financial oversight)
July 2022 – June 2023: Football Planning Executive, Fenerbahçe SK (scouting, roster planning, contracts, player data)
July 2023 – July 2025: Assistant Sporting Director / Deputy Coordinator of the First Team
By 2025, Özkan was appointed as Football Coordinator, succeeding Mario Branco. However, on 7 July 2025, he resigned from the club after more than seven years of service. Fenerbahçe issued a public statement thanking him for his contributions across multiple departments.
Key Contributions
Helped implement modern methodologies by using data-oriented models in youth coaching, contributing to the club’s academy development.
Led budget management and supported transfer processes during Emre Belözoğlu’s directorship.
Redesigned scouting organization and workflow by implementing data into the department and digitalizing operations.
Served as the person who gave final approval to contracts and reported to management.
Advocated for integrating youth prospects and database-driven analysis into Fenerbahçe’s broader decision-making.
Transfers Involved
Özkan had been involved in more than 100 in/out transfers at Fenerbahçe. He supported the process of several major departures, including Altay Bayındır to Manchester United, Arda Güler to Real Madrid, Ferdi Kadıoğlu to Brighton, Bruma to Braga, and Min-Jae Kim to Napoli. On the incoming side, he supported the arrival processes of Dominik Livaković from Dinamo Zagreb, Jayden Oosterwolde from Parma, Rodrigo Becão from Udinese, Fred from Manchester United, Rade Krunić from AC Milan, Sebastian Szymański from Dynamo Moscow, Cengiz Ünder from Marseille, and Edin Džeko as a free agent.
Collaborations and Influences
Özkan has worked alongside several high-profile figures:
Ali Y. Koç, the president of Fenerbahçe for the last 7 years and a respected businessman who is a member of one of Turkey’s leading families.
Selahattin Baki (Board Member), Acun Ilıcalı (Board Member), and Mario Branco (Sporting Director), leading scouting, planning, and transfer operations.
José Mourinho and Jorge Jesus, with whom he collaborated as Assistant Sporting Director during their time at Fenerbahçe.
Emre Belözoğlu, while handling finance and planning responsibilities.
David Badia and Damien Comolli during his early coaching and finance executive years in Fenerbahçe’s academy.
Reputation and Media Perception
At 34, Özkan is seen as part of a new generation of Turkish football executives. Local media often frame him as a rising talent in sports management, noting his unusual career path from finance into coaching and then senior club administration. While he does not have the public profile of a head coach or sporting director, his behind-the-scenes work has been recognized internally and in the press. His resignation in 2025 drew both surprise and debate among supporters, highlighting the visibility of his role in Fenerbahçe’s operations.
Conclusion
Okan Özkan’s career represents the modern evolution of football management: a blend of financial expertise, coaching qualifications, and strategic planning. From youth coaching to first-team coordination, he has contributed across multiple layers of Fenerbahçe SK. Though his resignation in 2025 closed a significant chapter, his profile as a young, data-savvy, and versatile football executive suggests he will remain a notable figure in Turkish football’s professional landscape.
Our Exclusive Interview with Okan Özkan
Who is Okan Özkan outside of football? How do you balance the demands of football management with your personal life?
I have a 5-year-old daughter. Outside of football, I usually spend my time with her. Traveling through her imaginary world transforms me and takes me away from reality. Furthermore, being surrounded by nature—biking, running, camping, and swimming—helps me find peace.
You took on very different roles at Fenerbahçe, from coach to finance executive to football coordinator. Which role did you enjoy the most and where did you learn the most?
For me to enjoy a job, I need to feel like I’m adding value to it. I’m incredibly grateful to have been given this freedom in every position I’ve held. I’ve added value to my work in every role, and being in that role has added value to me. I feel fortunate to work with some of the most important people in the most important departments of a football organization.
What are your future professional plans, and which part of a football organization do you see yourself contributing to in the coming years?
I previously played amateur football for nine years. Being on the field and coaching was incredibly motivating and made me feel good. That’s why I gave up my corporate career, but as I spent time in the industry, I realized that my background was more suited to sports management. The level I could reach as a sports manager excites me more than the level I could reach as a coach.
You started your career in finance before shifting into coaching and later management. How did that diverse background shape your approach to decision-making in football?
It’s crucial to have a strong grasp of the issues you’re making decisions about. Considering the financial, legal, organizational, and on-field aspects of football, having a background in these areas makes me more confident in my decisions. I also plan to further develop myself psychologically and sociologically through the lessons I’ll be taking in the near future, as these areas can also be considered important factors in decision-making.
You were often described as a “young and competent sports manager.” Do you feel that being relatively young in high-level roles was more of an advantage or a challenge?
I must admit, I see this as an advantage. Because youth allows you to hide behind more risky decisions. As you get older and gain more experience, you’re expected to make more conventional decisions.
Die neue Saison hat begonnen. Für manche bedeutet das ein neuer Verein, ein neuer Trainer oder ein verändertes Team. Manchmal reicht schon ein kleiner Faktor: ein neuer Mitspieler, eine taktische Umstellung und plötzlich steht man nicht mehr in der Startelf. Stattdessen sitzt man häufiger auf der Bank.
Das ist hart. Viele Spielerinnen und Spieler fühlen sich dann übersehen, nicht wertgeschätzt oder zweifeln an sich selbst. Diese Gefühle sind normal und sie begleiten nicht nur junge Talente, sondern auch Profis auf höchstem Niveau. Entscheidend ist: Wie gehe ich mit dieser Situation um?
Selbstreflexion: Der erste Schritt
Bevor man nach außen schaut, sollte man bei sich selbst anfangen. Eine ehrliche Analyse hilft: Was mache ich schon gut? Wo habe ich Schwächen? Am besten schriftlich notieren. Wer Klarheit hat, kann gezielt arbeiten, statt sich im Frust zu verlieren.
Ursachen erkennen, statt Ausreden suchen
Warum spiele ich nicht? Oft sind es mehrere Faktoren: sportlich, mental, körperlich oder ernährungsbedingt. Alles hängt zusammen. Nur wer die Gründe versteht, kann sie auch anpacken. Schuld bei anderen zu suchen, führt nicht weiter, Verantwortung übernehmen schon.
Feedback einholen: Trainer als Schlüssel
Der direkte Weg führt ins Trainerbüro. Offenes Feedback bringt Orientierung:
Was läuft gut?
Was muss ich verbessern?
Wichtig ist, zuzuhören, die Punkte festzuhalten und konsequent daran zu arbeiten. Trainer merken sehr schnell, wer Kritik annimmt und bereit ist, Schritte nach vorne zu gehen.
Erfahrung nutzen: Lernen von anderen
Ein wertvolles Werkzeug ist das eigene Netzwerk. Über den Berater oder persönliche Kontakte lohnt es sich, mit erfahrenen Spielern ins Gespräch zu gehen – mit Fußballern, die ähnliche Phasen schon durchlebt und überwunden haben. Ihre Ratschläge sind oft praxisnah und motivierend, weil sie aus eigener Erfahrung sprechen und zugleich mit etwas Abstand auf die Situation blicken.
Mentalität: Bereit sein, wenn die Chance kommt
Nicht spielen bedeutet nicht untätig sein. Wer auf der Bank sitzt, sollte die Spiele aufmerksam verfolgen, Situationen analysieren und im Training Gas geben. Die innere Haltung muss sein: Ich bin der Nächste, der gebraucht wird.
Und dafür gibt es genug Beispiele, auf jeder Ebene, in jeder Liga, in jeder Saison. Immer wieder zeigt sich: Der Spieler, der mental stabil bleibt, Geduld beweist und nicht aufgibt, geht am Ende seinen Weg. Die Saison ist lang, die Chance kommt und wer vorbereitet ist, wird sie nutzen.
Geduld, Ausdauer und Charakter
Nichts verändert sich über Nacht. Wer glaubt, alles sei nach einer Woche anders, wird enttäuscht. Es braucht Geduld und Ausdauer. Gleichzeitig ist es entscheidend, Charakter zu zeigen: im Training vollen Einsatz bringen, das Team unterstützen, ein Vorbild an Haltung sein. Auch ohne Spielzeit kann man Respekt und Vertrauen gewinnen und das sind oft die Bausteine für die nächste Chance.
Eltern als Begleiter
Auch für Eltern ist es keine leichte Situation. Wichtig ist, das Kind nicht zusätzlich unter Druck zu setzen oder die Verantwortung auf den Trainer zu schieben. Stattdessen helfen Geduld, Motivation und Unterstützung. Eltern können dabei helfen, den Blick weg vom „Nicht-Spielen“ und hin zur Entwicklung zu lenken.
Verantwortung übernehmen und nachhaken
Die Entwicklung liegt in der eigenen Hand. Nach vier bis sechs Wochen ist der richtige Zeitpunkt, erneut das Gespräch mit dem Trainer zu suchen. So zeigt man Einsatzbereitschaft und die Bereitschaft, aktiv an sich zu arbeiten.
Fazit
Nicht zu spielen ist eine Prüfung, emotional, sportlich und mental. Doch genau diese Phasen formen Spielerinnen und Spieler. Sie verlangen Geduld, Selbstkritik und die Fähigkeit, Chancen vorzubereiten, bevor sie da sind.
Am Ende gilt: Auf der Bank zu sitzen ist keine Niederlage, sondern ein Test. Wer ihn besteht, ist bereit für den Moment, in dem die Chance kommt.
Football is not just about the 90 minutes played on the pitch. True success begins with spotting the right player at the right time and then developing him. But just as important as development is scouting — the art of discovering talent.
Today, the biggest weakness in American soccer is exactly this: a scouting system that is narrow and insufficient.
From UPSL to Europe’s Spotlight
Right here in the Florida/Miami area, two stories unfolded before everyone’s eyes:
Yan Diomande (2006, winger): He shined at DME Academy and in UPSL. At the time, neither Inter Miami nor Orlando City’s scouting networks noticed him. Leganés picked him up and developed him. After just 10 La Liga matches he made an impression, and today he has joined RB Leipzig for €20 million. At just 18 years old, he has become one of the most expensive American-based youngsters to move to Europe.
David Rodríguez (2008, goalkeeper): A product of the Florida Wolves system. Living in the same city, he should have easily been on Inter Miami’s radar. Yet MLS scouting overlooked him. FC Cincinnati and later Millonarios U20 in Colombia seized the opportunity. Today, at 17 years old and 1.93m tall, he is being groomed for the Colombian national team.
These two examples alone sum up the problem: MLS clubs fail to see the talent right under their noses, while Europe spots it and turns it into millions.
The Misconception About UPSL
Many still dismiss UPSL as an “amateur” league. The reality is very different: UPSL is one of the best platforms for young players to showcase themselves. Here, 16- to 18-year-olds play against grown men, develop physically, and are forced to prove themselves every single match.
European scouts are already watching UPSL games. Yet most MLS clubs still ignore this league. In truth, UPSL is not the league to be overlooked — it’s the league to be closely watched.
U.S. National Team and the Narrow Talent Pool
In the United States, youth national team selections almost always come from MLS academies. This creates a huge flaw: talented kids who stand out in semi-professional or independent academies are left out completely.
If scouting networks were broader, the U.S. would already have a far richer player pool. But as long as clubs remain locked inside their academy walls, a large part of the country’s potential will never be discovered.
The €20M Reality
Today, Yan Diomande is worth €20 million. How many players in MLS are valued at that level? How many Designated Players (DPs) reach €20 million in market value? Very few. And the irony is this: he grew up in Miami, right in MLS’s backyard, but MLS clubs never spotted him.
This is not just Inter Miami or Orlando City’s loss; it is a loss for the entire league. Because MLS is sitting on a gold mine of talent in its own territory — but by failing to dig, it leaves Europe to cash in.
Conclusion
The journey from 0 to €20M teaches us a clear lesson: Player development is vital, but so is scouting. The United States has one of the deepest youth talent pools in the world. But without a scouting system broad enough to uncover and nurture it, that value will always flow overseas.
Jenny Sugarman leading a training session, reflecting her commitment to developing players and building high-performance environments in women’s football.
Jenny Sugarman is a widely respected figure in women’s football, with over 25 years of experience spanning senior coaching, academy leadership, and coach education. She holds a UEFA A Licence and a Master’s degree in Sport Coaching from the University of Birmingham, blending academic insight with practical expertise. Sugarman is known for her “pracademic” approach, integrating evidence-based coaching with real-world application to develop high-performance environments and holistic learning cultures.
Most recently, she served as Head of Academy at Leicester City Women, where she was responsible for launching and leading the club’s Tier 1 Professional Game Academy. During her tenure, she oversaw the development of long-term talent pathways, instilled clear coaching structures, and worked closely with staff to create a culture rooted in growth, connection, and high standards. Prior to this, she was Head Coach at West Bromwich Albion Women from 2021 to 2023. Under her leadership, the team achieved back-to-back top-eight finishes in the FA Women’s National League North and reached the FA Cup fifth round. Notable milestones during her time at WBA included leading the women’s team out for their first-ever match at The Hawthorns and integrating young talents such as England U18 goalkeeper Poppy Bastock into the first-team setup.
Earlier in her career, Sugarman held coaching roles at Aston Villa Women as Assistant Manager, and previously led teams such as Loughborough Foxes and Derby County Women. Across these roles, she demonstrated consistent success in building player-first cultures and competitive teams, often navigating complex club structures and limited resources to deliver lasting impact. Her work as an FA and UK Coaching tutor further underlines her commitment to coach education and learning, with a particular focus on how individuals and teams grow both technically and psychologically.
Sugarman’s coaching philosophy centers on five key values: creativity, humility, growth, connection, and high standards. These principles guide her work in developing environments where players are challenged to think critically, take ownership, and reflect on their performance. Known for her calm and thoughtful leadership style, she creates spaces where players and staff feel supported yet driven to improve. Her influence extends beyond matchdays, as she contributes meaningfully to the long-term development of the women’s game through structural change, mentorship, and thought leadership.
With a proven record of achievement across both elite youth and senior football, Jenny Sugarman remains one of the most influential coaching voices in England’s women’s football landscape. Her ability to balance strategic vision with personal connection continues to inspire the next generation of players and coaches.
Our Exclusive Interview with JennySugarman
Who is Jenny Sugarman outside of football?
I’m a very family-oriented person. I’m proud to be a mum, and when I’m not involved in football, my time and energy are focused on my loved ones. I’m lucky to have a brilliant support network of family and friends.
What inspired you to pursue a career in coaching and player development?
When I was growing up, becoming a professional footballer wasn’t an option for women, but my love for the game never faded. Coaching became the path that allowed me to stay in football and pursue my passion. In the 20 years I spent playing, I only had a coach for one of those seasons, so helping others develop has always felt like giving back and creating the opportunities I never had.
How do your academic studies influence your day-to-day coaching approach?
They’ve given me a real appreciation for research, data, and evidence-based practice. I’ve learned to analyse and challenge ideas critically, which helps ensure that what I do on the pitch is purposeful and effective.
What values or principles do you prioritize when leading a team or academy?
People always come first. I strive to create a high-challenge, high-support environment where individuals feel empowered to take ownership of their performance and are motivated to grow, not just for themselves, but for the success of the team as a whole.
What has been your most rewarding experience in women’s football so far?
My most rewarding experience so far probably comes from before I was a full-time coach when I was volunteering at Loughborough Foxes. We built an incredible team culture that allowed a grassroots club to compete with professional setups. Being part of that journey, and working with genuinely great people, was incredibly fulfilling.
What are your future goals and aspirations within the game?
To continue developing players at the highest level and contribute meaningfully to the success of an elite team.
In a global football landscape dominated by powerhouse clubs, celebrity players, and multi-billion-dollar sponsorship deals, it’s easy to assume that success in sports marketing requires immense scale. The biggest clubs command the biggest brands, and the flashiest activations usually come from the top of the game. But in 2019, one tiny English club quietly redefined what was possible, not with a blockbuster signing or elite league status, but with creativity and strategy.
That club was Stevenage FC, a side with no international fanbase, no marquee names, and no headline-grabbing TV rights. At the time, they were competing in League Two, the fourth tier of English football. On the surface, they were a world away from the likes of Barcelona, Manchester United, or Bayern Munich.
But then came Burger King.
A Sponsorship No One Expected
In one of the most innovative and disruptive campaigns in modern sports marketing, Burger King flipped the sponsorship model on its head. Instead of investing millions into partnering with a globally recognised team, they opted to sponsor Stevenage FC for a fraction of the cost. The logic was simple, but brilliant.
By securing the front-of-shirt sponsorship rights, Burger King’s logo appeared not just on Stevenage’s physical kits, but also on their in-game kits in FIFA 20, a game played by millions of football fans around the world.
With that foundation in place, they launched the “Stevenage Challenge.” It was a call to action aimed at gamers across the globe:
Pick Stevenage in FIFA
Score goals while wearing the Burger King-sponsored kit
Share the goal clips on social media
Win free food and rewards from Burger King
What began as a low-cost shirt deal became a globally activated digital campaign with near-unprecedented reach.
The Impact Was Phenomenal
What followed was a viral success story that no one could have predicted. More than 25,000 goals were shared online as players took on the challenge. Football fans and casual gamers alike embraced the underdog spirit, transforming Stevenage FC into a cult favourite within the FIFA community.
The campaign generated a staggering 1.25 billion earned media impressions, bringing visibility not only to Burger King but also to a club that typically played in front of just a few thousand fans each week. The calculated use of gaming, social media, and reward-based engagement turned the campaign into a marketing masterclass.
From a PR standpoint, the value was enormous, Burger King earned approximately $2.5 million in media exposure through the campaign. But even beyond the numbers, the concept received widespread acclaim. It was awarded the Cannes Lions Grand Prix, one of the highest honours in the global advertising and marketing industry.
A New Playbook for Sponsorship
In a single move, Burger King and Stevenage FC demonstrated that great marketing isn’t always about scale, it’s about smart execution. They didn’t need a Champions League club or a world-class stadium. What they needed was an insight into how digital culture works and the courage to act on it.
By activating through FIFA, a platform where every football club shares equal screen time, they bypassed traditional constraints and unlocked a massive audience. And by rewarding participation, they created content that was entirely user-generated, authentic, and driven by community.
In the end, Stevenage FC went from being virtually unknown to becoming the most played team on FIFA, all because one sponsor dared to think differently. This was more than a stunt; it was a blueprint for how to use digital-first thinking to create cultural impact.
It’s a case study that proves one thing: Creativity can take you where budget alone cannot.
Why It Worked: Media Reach Beats League Position
The brilliance of the Stevenage x Burger King campaign lies in its fundamental understanding of a modern truth: sponsorship isn’t just about logos, it’s about leverage. Burger King didn’t invest in a top-flight football team. They didn’t spend millions competing with global luxury brands for a space on the shirts of elite players. Instead, they saw an opportunity to turn a modest platform into a massive global stage, by using it more creatively than most of their big-budget competitors.
At the heart of their success was a key principle that every modern sports marketer should take seriously: in today’s digital-first world, a lot depends on how well you activate rather than just who you activate with.
While other brands were buying prime-time exposure in stadiums and relying on broadcast ads, Burger King built something different. Their campaign was:
Cost-efficient, thanks to a low-tier sponsorship deal that didn’t require the budgets associated with top leagues
Social media-native, designed to live and grow on platforms like Twitter, Instagram, and YouTube
Engineered for virality, using shareable content, user-generated clips, and built-in incentives
Culturally aligned with gaming, the fastest-growing corner of football fandom
They met fans where they already were, inside FIFA, the most popular football video game in the world. But rather than forcing their message into the spotlight, they invited fans to join the story. People didn’t just watch the campaign, they became the campaign.
Lessons for Sports Marketers
The Stevenage Challenge deserves to be studied in sports marketing case studies, brand decks, and creative brainstorms for years to come. Why? Because it shattered a few long-standing assumptions about what sponsorship is supposed to look like.
First, it proved that you don’t need to be associated with a top-tier club to capture attention. In fact, the novelty of using a lesser-known club gave the campaign a freshness and underdog appeal that resonated globally.
Second, it showed that big budgets aren’t everything. What mattered most was not the amount of spend, but the depth of understanding around fan behaviour, specifically, how football fans engage online, through gaming, and on social media.
Third, it reminded marketers that interruption is no longer the gold standard. Instead of blasting ads at a passive audience, Burger King invited people to participate, to play, compete, and share.
What made this work wasn’t just the logo placement. It was the full alignment of concept, platform, and execution. A clever idea, paired with a clear sense of how fans behave in digital spaces, became the fuel for something far bigger than a traditional campaign.
Final Thought: Creativity Over Cash
The Stevenage campaign is a powerful reminder that smart will always beat big. At a time when global football sponsorship is dominated by billion-dollar clubs, private equity funding, and luxury conglomerates, Burger King chose to go in a different direction, and won.
Their success proves that the most valuable asset in modern sponsorship isn’t necessarily league position, brand prestige, or financial firepower. It’s cultural insight, creativity, and bold execution.
Stevenage FC earned attention without chasing it, through clever positioning and global activation.
And for every brand out there considering where to place their next football sponsorship, there’s an important takeaway: you don’t always need to outspend your rivals. But you do need to outthink them.
Ryan Martin, Loudoun United’s head coach, has built a reputation as one of North America’s leading developers of young football talent.
Ryan Martin’s coaching career isn’t defined by trophies; it’s defined by the players and people he’s helped shape. A UEFA A and USSF Pro Licensed Head Coach, he’s spent the past five years turning Loudoun United FC into one of the most respected player development programs in North America. Since taking the helm in 2019, his focus on resilience, preparation, and individual growth has launched 19 players into the MLS, earning nine D.C. United Homegrown contracts, sent multiple players to top European leagues, and saw four of his former players compete at the Paris 2024 Olympics. Along the way, he’s coached talents like England international Jack Harrison, U.S. Men’s National Team winger Kevin Paredes, and rising star Griffin Yow.
Before Loudoun, Martin rebuilt the D.C. United Academy as its Director, driving more than $10.5 million in academy player sales and creating a clear path from youth soccer to the pros. His journey has taken him through some of the top environments in North American soccer, with roles at FC Cincinnati, Columbus Crew SC, Toronto FC, and Wake Forest University, where he helped guide the team to the 2007 NCAA Championship.
What sets Martin apart is how he blends the tactical with the personal. He’s as invested in a player’s mindset as their first touch, and he designs training and video sessions that meet each player where they are. His impact goes beyond players too; with staff he’s mentored (like Luis Guevarra) going on to win Olympic gold with the U.S. Women’s National Team. Whether preparing a teenager for their pro debut or leading a team into a big match, Martin’s goal stays the same: help people reach a higher level in the game and in life.
Our Exclusive Interview with Ryan Martin
Who is Ryan Martin outside of football, and what experiences have shaped the way you lead?
I am a new father to a three-month-old and live with my wife Zoë and dog in Washington, D.C. We enjoy cycling, golf, traveling, live sports, and cooking when we can.
It’s hard to pinpoint one or two key experiences for me but I try to take leadership ideas from various coaches, business leaders, books, podcasts and anywhere I can.
Personally, I think leadership starts with my personal values, so my first objective is to live according to those. I have also gained leadership experience from actions and reflections, these lessons have come from wins and losses, dealing with locker room issues, managing up, individual conversations, and clarity of communication.
When I look back at my leadership five years ago, it’s incredible how far I have developed and grown. I believe it all stems from a desire to grow, reflecting on experiences, and living with my personal values.
How did your journey in coaching begin, and what were the key moments that set you on this path?
My journey in coaching began from day one—I grew up with a coach—my father Jay Martin. He coached both soccer and lacrosse at the time at Ohio Wesleyan University. Fast forward to 2025 and he just retired as the all-time winningest coach in college soccer history.
I grew up always knowing I wanted to coach and play for as long as I could but was limited physically. As I grew up, I would always ask my dad about how he made team selections and his game plans. I was fortunate to play one season in Salt Lake, and I would always write down the training sessions after and reflect on what I liked and didn’t. So, from an early age I was always preparing to coach.
I started coaching full time in 2007 when I joined the staff at Wake Forest. Thankfully, the journey has brought me to the Columbus Crew, FC Cincinnati, D.C. United, and Loudoun United. I have also been fortunate to visit many countries for the game. I have been quite lucky, but I also believe I have made my own luck by working hard and always looking for ways to improve.
What was your vision when you took over at Loudoun United FC in 2019, and how has it evolved over time?
When I started in 2019, I was coming in from the Academy Director at D.C. United and Loudoun were just starting as the second team to D.C. United. So, this was my opportunity to really take the top players from the Academy and help them get to D.C. United. It was the opportunity to bridge the gap in development between youth and first team football.
Then in 2024, a new majority owner took over Loudoun and there is now more of a balance between winning and development. This season we are currently in third place and have three talented players under 22 that we think have bright futures, so we are on the right path.
Which players or success stories stand out most to you from your years in player development?
I have been fortunate to have played a role in several players’ journey including Kevin Paredes (Wolfsburg), Griffin Yow (Westerlo), Bryang Kayo (OH Leuven), Matai Akinmboni (Bournemouth) and Ted Ku-Dipietro (Colorado Rapids) to name a few.
The thing that sticks out the most to me and probably the most important is the relationship I still have with all of them. In the past two months everyone I listed above have come back to attend a Loudoun game and stayed after to say hello. For me, this is the special part of helping a young player’s journey!
Who have been the biggest influences on your coaching philosophy, and what lessons have they passed on to you?
I have taken something from almost everyone I have worked with but have been fortunate to have four fantastic mentors in my journey.
The first is my father, Jay Martin, who is the all-time winningest coach in college soccer history. He coached for 45+ years at Ohio Wesleyan University, and I took a lot from him on how to build a culture and how to incorporate mental training to help individual players’ mindsets.
Second would be the Head Coach of the University of Pittsburgh, Jay Vidovich, who I coached at Wake Forest with for nine years. We recruited Jack Harrison and won the National Title in 2007. With him it was where the building blocks of my game model training, and coaching methodology started and the importance of supporting the individual to help improve team performance.
The Third is former U.S. international John Harkes, who I worked with at FC Cincinnati. We built the team from scratch to finish third in the inaugural season. I learned a masterclass on man management, how important time with each player is, and how to have hard conversations.
Lastly, and most recently is Cody Royle, who is an author but is really my coach or “second set of eyes” (as his book is called). He helps me from everything on my processes and structures, speaking and presenting to the team, helping with the leadership group, and helping me be my best self on game day. He does this by helping me control the narrative and plan recovery so I can be my best self.
Looking ahead, what are your goals for the next stage of your coaching career?
In the short term I would love to help Loudoun make the playoffs and a run at a trophy, which we are currently on a path for. In the long term my dream would be to coach abroad. I did my UEFA A with the FAI, I am currently learning a second language, and just focusing on growing as a coach and person, and hopefully some doors will open!
En el fútbol actual, donde los resultados se miden al instante y cada decisión es analizada al detalle, hay una verdad que sigue vigente: un club que se comunica con honestidad construye fortaleza a largo plazo.
Los clubes ya no son unicamente equipos de fútbol. Son comunidades vivas donde jugadores, aficionados, empleados, medios y socios comerciales esperan transparencia, claridad y coherencia. La comunicación es mucho más que un área dentro del club; es una herramienta de liderazgo. Y en el centro de esa herramienta está la honestidad.
Cuando un club elige hablar con la verdad, incluso si el mensaje no es popular, está sembrando confianza, credibilidad y resiliencia. Estas son cinco razones por las que esta práctica es más necesaria que nunca:
1. La confianza: base de toda relación
El fútbol se alimenta de emociones, pero se sostiene sobre la confianza. Ya sea para explicar una venta de acciones controvertida, un ajuste financiero o una mala racha, la honestidad es una muestra de respeto hacia todos los actores del club.
Los clubes que comunican de forma proactiva y transparente evitan malentendidos y rumores. Los aficionados valoran que se les hable con madurez. El personal interno se siente más comprometido. Y la imagen institucional se mantiene protegida ante posibles crisis.
2. Reputación y credibilidad institucional
En un entorno mediático instantáneo, controlar el relato es clave. Pero ese control no se logra maquillando la realidad, sino contando la verdad.
Un club que alinea sus palabras con sus actos genera credibilidad, no solo entre los hinchas, sino también con periodistas, patrocinadores y organismos rectores. Ese capital reputacional marca la diferencia al momento de negociar acuerdos, defender decisiones o construir alianzas duraderas.
3. Vinculación genuina con la comunidad
La transparencia activa la participación. Cuando un club explica el contexto detrás de una decisión, como una reestructuración financiera, un fichaje estratégico o una apuesta por la cantera, invita a su comunidad a sentirse parte del proceso.
No se trata de divulgar cada detalle, sino de comprometerse con una comunicación sincera, oportuna y empática. Los aficionados bien informados son más leales, los equipos internos trabajan más alineados y la percepción pública evoluciona del escepticismo al respaldo.
4. Prevención de crisis y gestión de expectativas
Ningún club está exento de los desafíos: lesiones, derrotas, restricciones de presupuesto o cambios internos son parte del día a día. La verdadera pregunta es: ¿está tu equipo de comunicación preparado para abordarlos con honestidad?
La comunicación transparente actúa como un escudo. Disipa rumores, evita especulaciones y demuestra liderazgo en momentos complejos. Un club que reconoce errores y explica sus decisiones suele ser recibido con más comprensión que uno que calla o evade responsabilidades.
5. Un nuevo estándar de liderazgo
Hoy los hinchas no son espectadores pasivos, y su voz se escucha en todo el mundo (podemos culpar a las redes sociales). Ellos preguntan, exigen rendición de cuentas y se relacionan a través de múltiples canales. Para prosperar en este contexto, los clubes deben dejar atrás los discursos cerrados y apostar por el diálogo auténtico.
Hablar con honestidad no es debilidad; es fortaleza. Demuestra madurez, genera confianza y define cómo quiere posicionarse el club ante el mundo.
Liderar con integridad tiene recompensa
El legado de un club se mide en trofeos, pero aún más importante, en los valores que representa. La comunicación honesta construye una cultura organizacional más fuerte, una institución más resiliente y vínculos más profundos con todos los que visten sus colores.
Porque cuando un club lidera desde la verdad, gana más que partidos: gana respeto, lealtad y futuro.
