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Saudi Arabia’s Vision for the 2034 FIFA World Cup: Football, Innovation, and Transformation

By
Mohammed Labban
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Saudi Arabia national football team players line up before a match, symbolizing the nation’s growing ambition ahead of hosting the 2034 FIFA World Cup.
Дмитрий Садовников, CC BY-SA 3.0 GFDL, via Wikimedia Commons

What if a single World Cup could redefine a nation’s future? That is exactly the opportunity Saudi Arabia seeks in hosting the 2034 FIFA World cup. The Copa Mundial is more than just a sporting event, the Kingdom’s vision might be viewed as audacious from an outside perspective. However, they are very strategic with the initiative aiming to reshape their global image and accelerate the nation’s transformation to unprecedented levels of success.

A Tournament Beyond Football

Saudi Arabia is not merely preparing to host matches. The 2034 FIFA World Cup is a key pillar of the Kingdom’s broader Vision 2030 strategy, which seeks to diversify the economy, empower youth, and establish Saudi Arabia as a premier destination for international tourism, culture, and sport. More than 26 billion US dollars have already been committed to infrastructure and event development, signaling a clear intent to deliver an unforgettable global spectacle.

Pioneering Infrastructure

The foundation of this one-of-a-kind event will be stadiums with environmentally friendly cooling systems, autonomous public transportation, and crowd management controlled by artificial intelligence. Smart, linked urban centers are being developed in cities like NEOM and Riyadh to improve the fan experience. By combining innovation with long-term usefulness, Saudi Arabia hopes to establish new worldwide standards in tournament infrastructure.

Tourism and Economic Growth on a Historic Scale

Over ten million people are expected to visit Saudi Arabia during the World Cup. Its lofty goal of welcoming 150 million visitors yearly by 2030 is well-aligned with this. To position itself as a major economic development engine and international engagement driver, the Kingdom is spending substantially in high-speed transit, luxury hotels, and state-of-the-art airports in preparation for the World Cup.

A Celebration of Heritage and Identity

Spectators may look forward to more than just top-tier football during the 2034 event. Immerse yourself in the cultural identity of Saudi Arabia. Through historical excursions, live music, gourmet experiences, and traditional Arabian coffee rituals, guests will be encouraged to immerse themselves in a unique cultural setting that fuses tradition with contemporary.

Empowering the Next Generation

With nearly two-thirds of the population under the age of 35, Saudi Arabia is positioning the World Cup as a powerful platform for youth development. Investments in grassroots football, national academies, and coaching programs are already underway. The goal is to leave a meaningful legacy that nurtures homegrown talent and supports the long-term growth of the Saudi Pro League and National teams.

Looking Ahead

The 2034 FIFA World Cup will be Saudi Arabia’s most significant global statement to date. It will deliver not only a world-class tournament but also a transformative experience for the Kingdom, the region, and the sport. With preparations already well underway, all eyes are turning to 2034  and the world is watching closely.

Who is Alex Covelo?

By
Enes Alan
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Alex Covelo coaching on the training pitch during a session with the U.S. national team setup.
Alex Covelo, former San Jose Earthquakes coach and U.S. Olympic team assistant, leading a training session with his possession-based, high-press philosophy.

Foundations in Spain and Greece

Alex Covelo began his coaching career in the early 2000s after a modest playing stint shaped by time at FC Barcelona’s youth academy. He complemented his coaching journey with academic qualifications, earning a degree in Sports Science and a UEFA A coaching license. His early roles were rooted in physical performance, first as a strength and conditioning coach at CF Badalona and later at Aris Thessaloniki in Greece during the 2006–07 season.

Between 2005 and 2008, Covelo also served as Head Coach for Badalona’s Under-15 and Under-19 teams competing at Topflight League in Spain. These dual roles helped him develop a strong understanding of both player conditioning and youth training methodologies. His passion for building from the ground up quickly became central to his philosophy.

Youth Development at RCD Espanyol

In 2008, Covelo joined RCD Espanyol’s academy, taking on the role of methodology lead and fitness coach and Assistant Coach for the U-19s and Espanyol B . Over five years, he contributed to the structured development of players like Cristian Tello and Jordi Amat, Zouhaddir Feddal or Alejandro Rodriguez de Miguel. At Espanyol, he helped design a modernized youth training curriculum rooted in technical quality, intelligence, and consistency. This period laid the groundwork for his commitment to club-wide tactical alignment and player education.

Coaching and Talent Discovery in Italy

In 2013, Covelo transitioned to Italy, joining San Marino Calcio as an assistant coach and match analyst. He was promoted to head coach in 2014, leading the team in Serie C. Despite operating in a limited environment with minimal infrastructure, he used this opportunity to mentor future stars like Stefano Sensi and Amadou Diawara. Both players were transferred to top-tier clubs following their development under Covelo’s guidance.

His time in Italy deepened his appreciation for tactical discipline and competitive culture. It also sparked relationships with figures at AS Roma, including Jesse Fioranelli, which would later lead to his move to the United States.

Return to Catalonia and Methodology Work

After leaving San Marino Calcio, Covelo returned to Spain in 2016 to coach Atlètic Sant Just First team and briefly CE Sabadell’s U-19 team. He also collaborated with Ekkono Soccer Services in Barcelona, gaining deeper insights into cognitive-based player development. Covelo embraced the Ekkono Method, which emphasizes game intelligence and decision-making, adding a new dimension to his tactical approach.

Arrival at San Jose Earthquakes

In 2017, Covelo was hired by the San Jose Earthquakes as the club’s first-ever Director of Methodology. His mandate was to build a unified playing identity across all levels of the club. He established a “one-club” game model that applied from the academy to the first team. Covelo’s work involved designing detailed training plans, educating coaches, and ensuring alignment with club values.

He emphasized a high-press, possession-based style, reinforced through video analysis, coaching workshops, and structured practice sessions. Coaches were required to understand and execute the methodology at each level, creating a consistent player development environment.

First Team Experience and Interim Head Coach Role

Covelo served as assistant coach for the Earthquakes’ first team in 2017 and 2018 before being named interim head coach in 2022. Taking over after Matías Almeyda’s departure, he led a short but impactful campaign that saw the team improve results and play a more defined, aggressive style. Under his leadership, San Jose became one of the league’s top teams in pressing and attacking output.

He maintained a strong focus on youth during his tenure, promoting players like Niko Tsakiris, Cade Cowell, and Benji Kikanović. Though the team narrowly missed the playoffs, Covelo’s leadership was credited with steadying the club and reinforcing its developmental identity.

Tactical Identity and Coaching Style

Covelo describes his approach as aggressive, forward-thinking, and possession-driven. His teams press high, avoid sitting deep, and seek to control tempo through the ball. He credits his background in physical training, tactical instruction, and methodology for shaping a balanced and adaptable coaching identity.

His methodology centers around structured periodization, long-term development planning, and reinforcing a club-wide identity. Covelo prioritizes sessions that mirror match conditions, using repetition and situational training to prepare players for in-game decisions.

Legacy at San Jose and U.S. National Team Involvement

Since 2017, Covelo has transformed the San Jose Earthquakes into one of Major League Soccer’s leading academies for national team contributions. Players like Cade Cowell, Emi Ochoa, Cruz Medina, and Oscar Verhoeven have progressed under his guidance. His philosophy has become embedded in the club’s culture, and his efforts have been recognized at the national level.

In 2023, Covelo signed a professional contract to serve as an assistant coach for the U.S. U-23 national team during a training camp, further cementing his rising reputation in football development ahead of the 2024 Paris Olympics. His ability to link academy and professional levels, teach intelligent football, and implement a lasting system continues to shape the future of player development in the U.S.

Covelo’s journey reflects a commitment to modern coaching, long-term growth, and an education-first approach that prioritizes player understanding as much as physical and tactical performance.

Our Exclusive Interview with Alex Covelo

Who is Alex Covelo beyond football? How would you describe yourself as a person away from the pitch?

I’m a passionate person, and my values are the foundation for everything in my life. I’m loyal, and once I set a goal, I don’t stop until I achieve it. Family is one of the most important pillars in my life, along with my deep passion for football. I enjoy cinema and music, and when I have free time, I love traveling with my family to disconnect and make the most of the rare breaks football allows.

You began your coaching career in Catalonia before working in Greece, Italy, and the U.S. How did those early experiences shape your coaching identity and methodology?

I started my coaching career without even realizing it would become my main profession. I was playing in the Tercera División for CE Europa when I began coaching a U12 team in Sant Cugat, a small town near Barcelona, around the year 2000. Over the next four years, I balanced playing, coaching, and studying for my Bachelor’s degree in Sport Science at Ramon Llull University in Barcelona.

During that time, I served as Head Coach at the Badalona Academy and completed my internship at FC Barcelona’s U18 team as part of my degree. That experience gave me the chance to attend every training session and see, up close, players like a young Messi, Víctor Vázquez, and Piqué. When Ángel Guillermo Hoyos, then coach of Barça’s U18 team, signed a contract with Aris Thessaloniki, he invited me to join as an external consultant to oversee load management and periodization. The rest, I believe, you’ve already captured well.

As someone who has developed players like Stefano Sensi, Amadou Diawara, Cade Cowell, and Niko Tsakiris, what do you believe are the key ingredients in guiding young talent to the top level?

First of all, let them be themselves. Sometimes, as coaches, we try to change players because of our own ego. But a player should always stay true to who they are, as long as they operate within the team’s code and certain standards. Some players need more tactical guidance, others need help developing a professional mentality over time, and some simply need to be supported and cared for on a personal level as young individuals.

You stepped in as interim head coach at San Jose during a difficult period. What did that experience teach you about leadership at the top level?

First and foremost, my 20 years of coaching experience in different environments helped a lot, especially since I already knew the league from my time as an assistant coach in 2017 and 2018. I was familiar with most of the players, which made the transition smoother.

I had also been working closely with Matías Almeyda, observing and contributing during trainings and preseasons. That experience, along with the project we built together with Jesse Fioranelli, Bruno Costa, and myself, launching the second team and developing players like Max Arfsten, now at Columbus and part of the U.S. national team, was key preparation.

Once I stepped into the locker room, I was simply myself. I believe players need honesty, clarity, and consistency, not half-truths or mixed messages. Communicating a clear vision of the playing style we wanted made a big difference. We pushed hard and came close to reaching the playoffs with 12 games remaining, but injuries and the departure of key players to European clubs made it difficult to secure 7th place. At that time, only the top 7 qualified, while now 8th and 9th also earn a spot.

You’ve built a full methodology system at San Jose Earthquakes and contributed to the U.S. Olympic team. What excites you most about influencing football development at the national level?

Specifically, when it comes to club vision, for me it is a success to see all teams playing and training with the same structure and identity. That is a vision becoming reality. Before I arrived, every team and coach worked differently, without clear guidelines on playing style, training methodology, or structure.

Regarding the Olympic team, that incredible opportunity pushed me to step out of my comfort zone as a coach and adapt to a new dynamic, with a different method, staff, and high-level players.

Coaching and being part of that staff at the Paris Olympic Games took me to another level. It was an incredible experience to coach against Morocco in the quarterfinals and watch players perform at their best, like Tessmann for us or Hakimi for them.

Looking ahead, do you see yourself returning to a first-team head coach role, or continuing to focus on long-term player and coaching development?

Yes, I do see myself coaching a first team. I’ve had opportunities abroad, but I chose to stay because I know the league well and, as a family, we were waiting for our Green Card. In football, you can never predict what will happen, but I am confident and committed.

Ahmet Ertegün & Yasin Özdenak: When Music and Football Changed America

By
Bayram Aybasti
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Vintage vinyl records symbolizing Ahmet Ertegün’s music legacy with Atlantic Records and the cultural backdrop of the New York Cosmos era.
Photo by Eric Krull on Unsplash

A Turkish Duo That Made History

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.

La montée en puissance de la multipropriété de clubs (MCO) dans le football

By
Abdeslam El Feniche
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Etihad Stadium, home of Manchester City and flagship club of City Football Group, a leading example of multi-club ownership in football.
Photo by Jonny Gios on Unsplash

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
BlueCo Chelsea FC, RC Strasbourg Alsace N/A (Consortium privé de football) Multi-club ownership, youth development, financial sustainability
Eagle Football Holdings Olympique Lyonnais, Botafogo FR, RWD Molenbeek, Crystal Palace (participation minoritaire), FC Florida ~ $0.9B 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.

Hacer ganadora a una selección nacional: claves del trabajo de un seleccionador

By
David Dóniga Lara
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avid Dóniga and Lionel Scaloni share a friendly exchange on the sidelines during the El Salvador vs Argentina match in Philadelphia on March 22, 2024.

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.

Who is Okan Özkan?

By
Enes Alan
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Okan Özkan during an interview, reflecting on his career from youth coaching to football executive roles at Fenerbahçe.

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.

Wenn man nicht spielt: Wie Spieler Chancen auf der Bank nutzen können

By
Ersel Aybasti
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Red and white Ajax substitute bench seats at Johan Cruyff Arena, symbolizing the challenge and opportunity of not starting in football.

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.

From 0 to €20M: How MLS Missed Out on Rising Stars in American Soccer

By
Ash Aslan
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San Jose Earthquakes players warm up against Toronto FC during the 2020 MLS season opener.
Photo by Soccer Blur on Unsplash

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.

Who is Jenny Sugarman?

By
Enes Alan
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Jenny Sugarman coaching on the training pitch during a women’s football session.
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 Jenny Sugarman

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.

How Burger King Made Stevenage Famous on FIFA

By
Jamie Khan
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Photo by litoon dev on Unsplash

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.

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