Home Blog Page 2

Who is Hunor Dudás?

By
Cagri Yildirim
-
0
Hunor Dudás in his office discussing football leadership and management strategy.
Hunor Dudás at his office in Budapest, reflecting on leadership, agency work, and the future of Central European football. His career bridges club management, player representation, and international football business platforms.

Hunor Dudás is one of Central Europe’s most versatile and forward-thinking football executives, consistently working to connect club leadership, player management, and international football business into a coherent approach. Based in Hungary, Budapest, his career has moved confidently between boardrooms, the dressing-room environment, and international professional forums. His work is guided throughout by a strong people-first philosophy.

His executive profile gained wider recognition during his tenure as Managing Director of Diósgyőri VTK between 2010 and 2014. He joined the club at the beginning of a rebuilding phase and achieved promotion to Hungary’s top division in his first season. During his time in charge, the club won the Hungarian League Cup, reached the Hungarian Cup final, and competed in European competitions.

Alongside sporting success, significant emphasis was placed on stabilising and professionalising the club’s operations. Strengthening internal structures, commercial foundations, and operational processes resulted in a more sustainable long-term model. This period established Dudás as a leader capable of guiding a historic club through complex challenges under sustained pressure.

In 2016, together with Dr. Péter Pákay and Dr. Csaba Bogdán, he co-founded “The Path Sport Management”, deliberately positioning it as an alternative to traditional, transaction-focused player agencies. The Path was created as a long-term career platform, placing equal emphasis on career planning, mental support, education, and ethical representation alongside contract management. Through his agency work, Hunor Dudás has been involved in numerous international transfers of both Hungarian and non-Hungarian players, consistently structured with long-term value in mind. This approach has supported player development while also delivering clear sporting and financial benefits for clubs, including the successful international transfer of several Hungarian players that generated meaningful value and revenue for their organisations.

Beyond club and agency work, Dudás is an active builder of football industry connectivity in the region through Football Forum Hungary. Hosted at landmark venues such as the Puskás Arena and Ferencváros Groupama Stadium, the event has grown into one of the most significant football business gatherings in Central and Eastern Europe. https://footballforumhungary.hu/en/

The forum brings together club executives, sporting directors, scouts, agents, coaches, marketing and media professionals, federation representatives, university and academy experts, investors, and technology leaders, strengthening the connections between the regional and international football markets.

Alongside his football-related activities, Dudás served as President of the Sports Marketing Department of the Hungarian Marketing Association between 2020 and 2023, where he advocated for higher professional standards, modern sponsorship models, and a stronger market-oriented approach within the sports industry.

Today, Hunor Dudás is characterised by his strategic thinking, connecting role, and human-centred leadership style. His work focuses on building sustainable structures, supporting the people working within football, and creating platforms where knowledge, innovation, and ethics can evolve together. His objective is to help shape a smarter, more connected, and more responsible football ecosystem which is measured not only by results, but by long-term impact and values.

His objective is to help shape a smarter, more connected, and more responsible football ecosystem which is measured not only by results, but by long-term impact and values.

Our exclusive interview with Hunor Dudás

Your career spans club leadership, player representation, and international football forums. How do these different roles influence the way you understand modern football leadership and responsibility?

Modern football leadership, for me, is built on four core pillars: trust, credibility, continuous learning, and cooperation.

Credibility is the foundation of everything. A leader must represent the same values in the boardroom, around the dressing room, and in public. Without credibility, trust cannot be built and without trust, neither clubs nor player careers can be developed sustainably.

Football evolves extremely fast, which means leaders must remain open to learning and to the experiences of others. Finally, cooperation is essential. Modern football is an interconnected system, and responsible leadership today means understanding that we achieve more together than in isolation.

Modern football leadership, for me, is built on four core pillars: trust, credibility, continuous learning, and cooperation.

During your time as CEO of Diósgyőri VTK, you led the club through an important phase of transition. What did that experience teach you about managing pressure, expectations, and long-term vision?

Pressure is a constant in football. Supporter expectations, media attention, ownership dynamics, and internal tensions are all present at the same time. If someone cannot live with that, football is probably not the right environment for them.

At Diósgyőri VTK, I learned that pressure should not be avoided. It must be transformed into energy. A clear long-term vision provides stability, even when results fluctuate or external criticism becomes louder.

As a leader, the most important responsibility is to provide direction and calm for the organisation, even when the environment is noisy. This requires determination, resilience, and genuine self-confidence.

Why did you choose a holistic approach at The Path Sport Management, and why is long-term athlete care becoming essential in modern football?

The philosophy of The Path is simple: a player is not a project, but a person’s entire life journey.

Different phases require different types of support. Youth development, peak professional performance, and the transition into life beyond football all demand distinct approaches.

Mental preparation, education, and a stable background are no longer optional extras; they are basic requirements. Football has become too fast and too exposed for players to be measured purely through contracts.

A true winning mentality is not formed only on the pitch. Learnability, adaptability, and self-reflection are the qualities that make the difference between good players and truly successful ones over the long term. That is why holistic care is not a romantic idea, it creates performance and sustainable value.

Football Forum Hungary has become a key football business event in Central Europe. What was the original vision, and how do you see its role today?

Football Forum Hungary was created because we believed Central Europe needed its own international platform. One where world-class knowledge, decision-makers, and relevant connections could be accessed without having to travel to Western Europe.

Today, the forum functions as a modern agora: a meeting point where knowledge exchange, business, and networking come together. Our ambition is for the region to become not just a follower, but an active contributor to the global football industry.

At the same time, Football Forum Hungary is not just an event: it is a community. A continuously growing “family” built on strong personal relationships. This is what truly differentiates us from competitors: we do not create one-off encounters but focus on building long-term professional and human connections.

How do you see Hungary and Central Europe positioning themselves in the global football industry?

One of the greatest strengths of Hungary and Central Europe lies in talent development. We are an exporting market, and this represents significant strategic potential within the global football ecosystem.

Over the past 15 years, Hungarian football has undergone substantial infrastructural development. New pitches, stadiums, and academies have been built, creating the conditions required to develop and nurture high-level players. These foundations now allow us to work more efficiently and with greater long-term focus.

At the same time, we must be honest: we do not have the same financial resources as the biggest leagues. This means we need to work smarter, more efficiently, and harder to close the competitive gap. Cooperation and connectivity are key and our ability to think in networks and connect both within the region and internationally.

Technology is no longer optional. Data-driven decision-making, artificial intelligence, and digital connectivity are essential to remain competitive in scouting, player development, and club operations.

The early signs of progress are already visible. More Hungarian players are appearing in top European leagues, and while this is encouraging, we are still at the beginning of the journey.

In the long term, success is built on ethical leadership. Trust, transparency, and fair partnerships are the values that give a region real credibility and a lasting position on the international football map

What are you most proud of in your career so far?

As a club leader, I’m most proud that we were able to bring joy to so many people.

From an agency perspective, I’m particularly proud that we have completed many successful transfers involving Hungarian and non-Hungarian players, where the outcome proved beneficial for all sides involved. Seeing players take meaningful steps forward in their careers, while clubs gain reliable, well-prepared professionals, confirms that a transparent and value-driven approach to representation creates real, sustainable success.

And as the founder of Football Forum Hungary, I’m proud that we’ve created a platform in Central and Eastern Europe that impacts so many lives and connects East with West.

Managing Social Media Pressures in Youth Football

By
Alejandro Varela Moreno
-
0
Photo by dole777 on Unsplash

In today’s football world, your child’s biggest challenge might not just be the opponent on the pitch, but the spotlight off of it. From Instagram highlights to TikTok match clips, social media is transforming the game. While these platforms open doors to visibility and connection, they also bring new emotional pressures that many young players and their families are still learning to navigate.

As a parent, your voice and presence can be a powerful shield and guide in this fast-paced digital environment.

In today’s football world, your child’s biggest challenge might not just be the opponent on the pitch, but the spotlight off of it.

The New Football Arena: Likes, Comments & Constant Visibility

Social media isn’t just a fun distraction anymore it’s become a scouting tool, a branding platform, and sometimes, a mental minefield. A single post can lead to opportunities… or criticism. A missed goal might turn into a meme. A great play might go viral. The stakes are higher, and they’re public.

In 2026:

  • 71% of youth and amateur football players report checking their social media immediately after games. (2025 Pew Research Center).
  • 1 in 3 say online comments affect their self-esteem more than feedback from their coach. (MDPI, 2025).
  • Professional academies are now offering digital reputation training as part of their programs.

What Can Parents Do?

You don’t need to be a social media expert to support your child. What you do need is a communication approach that balances curiosity, boundaries, and emotional guidance.

Talk with Them, Not at Them

Start with questions like:

  • “What’s your favorite part of sharing clips or posts?”
  • “How do you feel when people comment on your game?”

These questions open the door for connection, not correction.

Help Them Set Boundaries

Work together to define:

  • Screen-free hours (especially after tough matches)
  • Who they follow and engage with
  • How often they review or delete posts

Pro tip: Focus on why boundaries matter — not just rules, but rest, reflection, and mental well-being.

Encourage Identity Beyond the Game

Remind them they are more than just their football profile. Help them explore content and accounts that reflect their whole identity, whether that’s music, causes, humor, or hobbies.

The Bottom Line for Parents

Social media in football isn’t going away. But your guidance can turn it from a source of stress into a space of strength.

Be the sounding board. Be the steady voice. Be the reminder that behind every post is a person and that their worth, win or lose, is never measured by likes.

Be the sounding board. Be the steady voice. Be the reminder that behind every post is a person and that their worth, win or lose, is never measured by likes.

Who is Bai Lili?

By
The Football Week
-
0
Bai Lili at AFC headquarters discussing women’s football development in Asia
Bai Lili, Head of Women’s Football at the AFC, outlines the strategic direction shaping the women’s game across Asia. From governance to coach education, her work reflects long-term structural ambition.

Across 47 Member Associations, women’s football in Asia is progressing under vastly different structural, cultural, and economic conditions. Steering that complexity requires more than programme coordination. It demands strategic clarity, contextual sensitivity, and long-term governance discipline.

Bai Lili serves as Head of Women’s Football at the Asian Football Confederation, where she oversees the technical direction and structural development of the women’s game across the continent. With experience as an elite player, national federation leader in China, and now a continental decision-maker, she operates at the intersection of policy design, coach education reform, competition architecture, and sustainable pathway development. In this conversation, she outlines the strategic priorities shaping women’s football across Asia and the indicators she considers essential for measuring genuine long-term progress.

Our exclusive interview with Bai Lili

In your current role as Head of Women’s Football within the AFC Technical Division, how do you define the strategic scope of your responsibility across 47 Member Associations, and how do you prioritise impact at such a scale?

Across 47 Member Associations, our focus is on establishing the conditions for sustainable progress. The strategic scope of the role spans governance guidance, programme frameworks, coach education standards, competition structures, and targeted technical support, all adapted to different levels of development across Asia.

Rather than imposing uniform solutions, we always seek tailored approaches that allow flexibility for MAs to develop the game within their own contexts, while still aligning with shared technical priorities.

Rather than imposing uniform solutions, we always seek tailored approaches that allow flexibility for MAs to develop the game within their own contexts, while still aligning with shared technical priorities.

Among the tailored services the Confederation provides, the AFC Women’s Assistance Programme plays a key role. Through regular visits, we work closely with MAs to assess their specific needs and provide guidance aligned with the Women’s Football Strategic Plan, identifying the most suitable and sustainable development pathways.

We also place strong emphasis on visibility and engagement. Initiatives such as the AFC Women’s Football Day, celebrated in conjunction with International Women’s Day, allow each Member Association to mark the occasion in a way that reflects its local context. In addition, the AFC’s It’s My Game campaign, which has a reach of millions, recognises and celebrates the growing contribution of women across Asian football, highlighting success stories from every Regional Association and at all levels of the game.

What principles guide your decision-making when aligning technical standards with highly diverse national contexts across Asia?

When working across Asia, it is important to recognise that no two MAs operate in the same environment. While the AFC establishes clear technical benchmarks, particularly in coach education, youth development, and competition structures, how those standards are applied must reflect local realities such as infrastructure, culture, geography, and available resources.

For me, decision-making is always grounded in realism and long-term sustainability. Development cannot be driven by short-term comparisons or external pressure. Our responsibility is to support steady progression and ensure that each Member Association can move forward at a pace that is both ambitious and achievable.

This also requires strong internal collaboration. Close alignment with our Member Associations Division and the Competitions and Football Events Division allows us to take a more holistic view of development. By understanding where each Member Association stands, we can identify practical next steps that strengthen technical credibility without overlooking local constraints.

How has your experience shaped your approach to building sustainable pathways between grassroots, elite development, and coach education structures?

Having worked across grassroots, youth development, elite football and coach education, I see these areas as one connected ecosystem rather than separate pillars. Sustainable pathways only exist when coaches, competitions and development environments are aligned at every stage.

Sustainable pathways only exist when coaches, competitions and development environments are aligned at every stage.

Coach education, in particular, is the connective tissue of development. Well-educated coaches create better environments at every level, from schools to elite academies. At the AFC, this understanding translates into prioritising coach education reform, tutor development, and alignment between youth competitions, academies, and national team structures.

Your background combines elite playing experience, national team exposure, and senior technical leadership. How does this dual perspective influence how you evaluate development programmes and technical policies today?

Having lived the game as a player and now shaping it from an administrative perspective allows me to evaluate programmes through both a technical and human lens. On paper, a programme may meet all structural requirements, but it is equally important to assess how it impacts the daily reality of players and coaches on the ground.

My playing experience helps me determine whether policies genuinely improve training quality, competitive exposure, and player welfare. At the same time, my administrative responsibilities require consideration of scalability, governance, and long-term sustainability. Balancing these perspectives ensures that technical policies are not only sound in theory, but meaningful and practical in implementation.

Coach education is a recurring pillar throughout your career, from instructor roles to continental programme delivery. How do you assess the current maturity of women’s football coach education in Asia, and where do you see the most urgent structural gaps?

Coach education remains one of the most critical elements in football development, but progress across Asia has been uneven and not all MAs have advanced at the same pace, with limited female representation at elite coaching levels being one example.

To help address this, the AFC joined forces with the Japan Football Association to introduce a Women’s Pro Diploma Course aimed at increasing the number of female coaches holding professional licences.

However, certification alone is not enough. The most urgent gaps relate to retention, mentoring, and practical deployment. Many female coaches complete their qualifications but lack consistent opportunities to coach at appropriate levels.

Strengthening mentoring systems, linking coach education more closely with women’s competitions, and creating clearer professional pathways are critical next steps. Coach education must support long-term career development, with MAs playing a key role in providing meaningful, real-world opportunities.

Looking back at your transition from national federation roles in China to a continental leadership position at AFC, what shifts in leadership mindset were required to operate effectively at confederation level?

The most significant shift was moving from direct implementation to strategic influence. At the national level, familiarity with the culture and operating context allows for more immediate alignment and execution. At the confederation level, progress is achieved less through leading from the front and more through enabling others to succeed.

This transition required greater patience, stronger listening skills, and a broader, culturally informed perspective. Balancing diverse and sometimes competing regional priorities became essential, as did evaluating success through collective advancement rather than individual outcomes. Leadership at the confederation level is ultimately about building trust, maintaining consistency, and empowering MAs to take ownership of their development journeys.

Based on your long-term involvement in women’s football as a player, coach, and administrator, what indicators do you personally use to judge whether women’s football development efforts are genuinely progressing rather than simply expanding in volume?

For me, genuine progress is reflected in quality and continuity. I look at whether girls are staying in the game longer, whether coaching quality is reflected in the game, and whether national pathways are producing players who can transition successfully to higher levels.

Other key indicators include the professionalism of domestic competitions, the presence of qualified female coaches in meaningful roles, and the ability of MAs to independently sustain programmes. Growth in numbers is important, but true development is evident when systems become stable, credible, and capable of producing long-term impact.

FIFA Agent Mock Exam 2

By
Jamie Khan
-
0
Open books
Photo by Aaron Burden on Unsplash

1. The Court of Arbitration for Sport has issued an award ordering a club to pay you money. However, the club has faced financial problems leading to its bankruptcy. The club subsequently disappeared and was disaffiliated from the relevant national association. A few years later, you discover that an almost identical club has started competing in the same league as the defunct club. Since the defunct club has not paid its debt, may you initiate proceedings against the new club for failing to comply with the aforementioned award by claiming that it is the sporting successor of the defunct club? Select one:

a. Yes, you may apply to submit the matter to the FIFA Disciplinary Committee

b. No, you need to file a new complaint against the new club with the competent body

c. Yes, you may file such an application with the Court of Arbitration for Sport

d. Yes, you may file such an application with the FIFA Football Tribunal

 

2. In view of some financial hardship, Red FC needs some liquidity to pay players’ salaries and engage new players. For this reason, Red FC contacts an investment fund, which is available to invest in the club. Which of the following solutions is not permitted by the FIFA regulations? Select one or more:

a. Red FC assigning any income deriving from merchandising to the investment fund

b. Red FC assigning any income deriving from ticketing to the investment fund

c. Red FC selling a percentage of a newly engaged players economic rights to the investment fund

d. Red FC assigning any income deriving from broadcasting rights to the investment fund

 

3. Select the bodies that form FIFA’s judicial bodies: Select one or more:

a. Football Tribunal

b. Disciplinary Committee

c. Ethics Committee

d. Appeal Committee

 

4. If a player who is a minor is offered a professional contract by a foreign club, when may they be represented by a Football Agent? Select one:

a. Once the player reaches the age of 18, as it is an international transfer

b. Immediately, and no consent from legal guardians is required as a professional contract has already been offered

c. Immediately, if their legal guardians agree to Approach and co-sign the Representation Agreement and the Football Agent has successfully completed the CPD course on minors

d. Once the player reaches the age which is six months younger than the age at which they may sign their first professional contract in the country in which they are domiciled

 

5. What information must be provided when a coach requests it from their Football Agent? Select one or more:

a. A list of incurred expenses with receipts

b. A legal opinion on the validity of their Representation Agreement

c. A list of all service fee payments in relation to them

d. copy of their Representation Agreement

 

6. As of when is a claim time-barred before the FIFA Football Tribunal? Select one:

a. If more than two years have elapsed since the event giving rise to the dispute.

b. If more than five years have elapsed since the event giving rise to the dispute.

c. Never, disputes before the FIFA Football Tribunal can always be lodged.

d. If more than three years have elapsed since the event giving rise to the dispute.

 

7.Joe is a young Football Agent looking to get his first Client. He has identified Roberto, one of the star players at FC Big City, as his best chance of getting his new business off to a good start. However, Roberto is exclusively represented by Mario, a well-known Football Agent, and their Representation Agreement is due to expire in 90 days. What can Joe do to Approach Roberto and offer his services? Select one:

a. Contact FC Big City and indirectly offer his services to Roberto

b. Wait until the Representation Agreement between Roberto and Mario has entered its final 30 days and then Approach Roberto about the possibility of representing him

c. Announce to the local media that he can get Roberto a much better contract and ask him to terminate his Representation Agreement with Mario

d. Contact Mario and offer to buy out Roberto’s existing Representation Agreement with him

 

8. Who is required to provide a copy of a player’s Representation Agreement when requested to do so by an investigative journalist? Select one:

a. FIFA

b. FIFPRO

c. Nobody

d. Football Agent

 

9. What is the maximum duration of a representation agreement between a football agent and an individual established in the FIFA Football Agent Regulations? Select one:

a. 2 years

b. 4 years

c. 3 years

d. Unlimited duration but only if both parties explicitly agree.

 

10. Which of the following is mandatory in order to become a FIFA member association? Select one or more:

a. The association must be responsible for organising and supervising football in all of its forms in its country

b. The association must currently be a member of a confederation

c. Football must be the main sport in the country where the association operates

d. The association must operate in a democratic country

 

11. As a Football Agent, do you have a duty to report a situation you identify as affecting the wellbeing of a child player? Select one:

a. I have no duty to report

b. Instead of reporting, I should speak directly to the child and fix the problem

c. I have a duty to report, but I may ignore this and stay out of any problems

d. It is my duty to report

 

12. Deco is 15 and from Peru. He loves to go to school and to play football. All his coaches have told his parents he has a lot of potential and should pursue a career in football. This is why they decided to place him at a private academy in Mexico as they heard it has a good reputation. After a few weeks there, Deco notices that the football part of the academy is well organised but they train in extremely hot temperatures and eat really bad food in small quantities. He is always hungry and thirsty as safe drinking water is rarely provided. They also receive very little education and classes are only delivered in Spanish, a language he does not speak. The teachers are clearly not well prepared, and they do not seem to care. Finally, the dormitories where the boys sleep are overcrowded and very dirty. What type of safeguarding concerns are at stake in this case? Select one or more:

a. Neglect, nutrition and dietary issues

b. Health and safety issues

c. Education and social integration issues

d. There are no concerns

 

13. What event(s) might trigger training compensation? Select one or more:

a. First registration as a professional

b. Transfer of a player to a category IV club

c. None of the answers listed

d. Transfer of a professional player

 

14. Based on which amount is a solidarity contribution calculated? Select one:

a. All payments made as part of a transfer, including club-to-player/agent payments

b. Any transfer fee paid from one club to another club

c. The player’s salary

d. The player’s market value

 

15. May a player enter into an agreement by means of which they are entitled to a percentage of the transfer fee paid for a future transfer? Select one:

a. Yes, as long as this percentage refers to a transfer fee paid for a future transfer of the player entering the agreement

b. Yes, even if the agreement refers to the transfer fee paid for a future transfer of other players

c. No, because this is a third-party ownership agreement which is prohibited by article 18ter of the FIFA Regulations on the Status and Transfer of Players

d. Yes, and the player may then assign this right to their Football Agent

 

16. A player is a student and moves without their parents to another country temporarily for academic reasons in order to undertake an exchange programme. Which requirements must be fulfilled? Select one or more:

a. The duration of the player’s registration for the new club until they turn 18 or until the end of the academic or school programme may not exceed two years

b. The player’s new club may only be an amateur or semi-professional club

c. The duration of the player’s registration for the new club until they turn 18 or until the end of the academic or school programme may not exceed one year

d. The player’s new club may only be a purely amateur club

 

17. Ibrahim has been transferred from Green Rangers FC in Uganda to Red Dragons FC in China for a transfer fee of USD 1,000,000. As per his player passport, Ibrahim was previously registered with Blue Academics FC in Uganda for the entire year of his 17th birthday and half of the year of his 18th birthday. What is the amount of solidarity contribution due to Blue Academics from Ibrahim’s transfer? Select one:

a. USD 5,000

b. USD 7,500

c. USD 10,000

d. USD 7,250

 

18 Two consecutive transfers, whether national or international, of the same player connected to one other and that take place within 16 weeks… Select one:

a. Are always considered to be a bridge transfer

b. Are presumed to be a bridge transfer, unless the clubs and player involved demonstrate the contrary

c. May not be considered to be a bridge transfer if the bridge club is affiliated to the same association as the other clubs involved

d. Are considered to be a third-party ownership agreement

 

19. What rights for female players are established in article 18quater of the FIFA Regulations on the Status and Transfer of Players when they become pregnant? Select one or more:

a. To continue providing sporting services to their club (i.e. playing and training), following confirmation from their treating practitioner and an independent medical professional (chosen by agreement between the players and their clubs) that it is safe for them to do so

b. None of the answers listed

c. To receive a 10% salary increase after maternity leave

d. To return to football activity after the completion of their maternity leave

 

20. Which entity is entitled to monitor the compliance of the FFAR? Select one:

a. National courts

b. UEFA

c. Court of Arbitration for Sport

d. FIFA general secretariat

 

Answers
  1. A
  2. C
  3. BCD
  4. C
  5. ACD
  6. A
  7. B
  8. C
  9. A
  10. AB
  11. D
  12. ABC
  13. AD
  14. B
  15. A
  16. CD
  17. B
  18. B
  19. AD
  20. D

How to Pass the FIFA Football Agent Exam: 2025 Edition.

How did you get on? Still some work to do? You can prepare with the How to Pass the FIFA Football Agent Exam workbook, a practical and comprehensive guide designed to help you master the exam content.

This workbook combines theoretical knowledge, practical cases and mock exams to prepare you in a structured and effective way, based on the latest official FIFA materials.

Follow the Sports Agent Academy on LinkedIn to get the latest exam content, practice questions and successful strategies.

Who is Simon Mesfin?

By
Edward Chalk
-
0
Simon Mesfin observing Lillestrøm SK first team training session during preparations in Norway.
Simon Mesfin oversees Lillestrøm SK training as sporting director, reflecting his hands on leadership approach. Strategic oversight begins on the training ground.

Hometown Sporting Director Behind Lillestrøm SK’s Historic 2024/25 Unbeaten Season

Simon Mesfin, born 1980, is a Norwegian sporting executive with Eritrean roots who spent 15 years at Lillestrøm Sportsklubb, serving as Sporting Director from 2017. His responsibilities included sporting strategy, player recruitment, contract management, staff appointments, and alignment between the first team and academy. Throughout this period, Lillestrøm SK experienced domestic success, European qualification, relegations, promotions, and rebuilding phases, while maintaining a clear long-term sporting vision.

The 2024/25 season stands as one of the greatest in Lillestrøm SK’s history, with an unbeaten league campaign and Norwegian Cup triumph marking the culmination of long-term sporting leadership. Built on stability, clarity, and identity, the team under head coaches Hans Erik Ødegaard and Eirik Mæland successfully combined LSK’s traditional DNA: work rate, physicality, and intensity, with a possession-based playing style. Aligned leadership and targeted recruitment enabled consistent execution, resulting in an unbeaten league season and a historic domestic double.

Built on stability, clarity, and identity, the team under head coaches Hans Erik Ødegaard and Eirik Mæland successfully combined LSK’s traditional DNA: work rate, physicality, and intensity, with a possession-based playing style.

Additional career achievements include Norwegian Cup titles in 2017 and 2025, qualification for the UEFA Europa League in 2018 and the UEFA Conference League in 2023, as well as two promotions to Eliteserien. Mesfin also served as interim head coach during the 2023 Eliteserien season, leading the team for six matches with an average of 1.5 points per game.

As part of his broader contribution to the LSK football ecosystem, Mesfin previously served as Sporting Director of LSK Women FK (2014–2015), overseeing consecutive league and cup doubles in both seasons.

Concluding a 15-year tenure at his hometown club, Simon Mesfin leaves Lillestrøm SK in a strong sporting and structural position. The unbeaten 2024/25 campaign stands as a defining achievement of this work.

Now taking a step back, he remains open to senior leadership roles in sporting management within long-term, values-driven football projects.

Concluding a 15-year tenure at his hometown club, Simon Mesfin leaves Lillestrøm SK in a strong sporting and structural position.

Here’s Our Exclusive Interview with Simon Mesfin

You have been at Lillestrøm SK since 2011. Can you walk us through your time at the club and what has been your different roles throughout the years?

I have dedicated a significant part of my career to Lillestrøm Sportsklubb (LSK), holding senior sporting and leadership roles for over a decade. My work has been focused on the responsibility for sporting strategy, squad development, recruitment, and long-term club planning. Both for the First team and the Academy. During my tenure, I have experienced a full spectrum of elite football, including trophy wins, European competition, two relegations with subsequent promotions, interim coaching, and top-four league finishes.

Lillestrøm Sportsklubb: Director of Sports (2017–2025)

From July 2017, I served as Director of Sports for LSK’s men’s team. My responsibilities included:

  • Sporting strategy and long-term planning
  • Player recruitment and contract management
  • Staff appointments and performance follow-up
  • Coordination between first team and academy structures

During my tenure, the men’s team has experienced a wide range of competitive outcomes, from domestic cup victories to relegation and successful promotion campaigns.

Key Achievements: Lillestrøm Sportsklubb

Norwegian Cup (NM Cupen):

  • Winners: 2017, 2025
  • Cup Finals Reached: 2017 – Winners/ 2022 – Runners-up/ 2025 – Winners

European Competitions:

  • UEFA Europa League: 2018 (qualified via Norwegian Cup)
  • UEFA Europa Conference League: 2023 (qualified through league performance)

League Achievements:

  • Experienced two relegations from Eliteserien and two promotions back to the top division
  • Achieved two top-4 finishes in Eliteserien, demonstrating consistent competitiveness at the highest level

Interim Head Coach – Summer 2023:

  • Led the team as interim head coach for six Eliteserien matches
  • Points per game: 1.5
  • Maintained squad focus and competitive stability during a transitional phase

Relegation and Promotion Management:

  • Oversaw squad restructuring, coaching transitions, and long-term strategic planning during rebuilding phases
  • Successfully guided the club back to top-flight football after each relegation

Collaboration with LSK Kvinner FK

While my main focus has always been Lillestrøm Sportsklubb, I have also worked closely with LSK Kvinner FK in the period of 2014 – 2015. The elite women’s club in the region. LSK Kvinner is a separate club, but has a long-standing partnership with Lillestrøm Sportsklubb, sharing talent pathways, facilities, and strategic support.

During 2014–2015, I served as Sporting Director of LSK Kvinner FK, overseeing:

  • Toppserien (Norwegian Women’s League) Champions: 2014, 2015
  • Norwegian Women’s Cup Winners: 2014, 2015
  • Domestic league and cup doubles both years

As Sporting Director, what are the key sporting principles and philosophies that guide the club’s style of play and identity?

LSK has always had a clear DNA: hardworking, strong in duels, and traditionally direct in its style of play. When I took over as Sporting Director, our goal was to modernize this approach by introducing a more possession-based style, while still preserving the club’s traditional identity.

I believe we succeeded in this during periods of coaching stability. Unfortunately, we lost key head coaches in both 2023 and 2024, which created challenges in developing continuity in our style of play. With Hans Erik Ødegaard and Eirik Mæland in place from 2025, the development has progressed very well, and we have successfully combined modern football principles with LSK’s traditional DNA.

Coming off an incredible season with both a league and cup win, and zero league losses, what were the key factors behind this achievement?

The success we achieved was the result of strong foundations, a clear philosophy, and stability within the coaching staff. On the pitch, the players fully embraced the playing style we had been developing over several years—combining LSK’s traditional DNA of hard work, physicality, and directness with a modern, possession-based approach.

Consistency in the head coach role was critical, allowing the team to develop, adapt, and execute the principles effectively. Off the pitch, stability in the sporting structure, clear communication, and strong alignment between recruitment, coaching, and player development made a significant difference.

Compared to the previous season, having Hans Erik Ødegaard and Eirik Mæland in place provided tactical clarity and leadership, which translated directly into performance. Ultimately, it was the combination of culture, identity, and a stable environment that allowed the team to achieve an unbeaten league season and cup success. Hans Erik Ødegaard, Eirik Mæland, the staff, and of course the players did fantastic work in 2025.

Looking ahead to next season in the Eliteserien, what are the club’s main objectives?

Although I am no longer in the role of Sporting Director after the 2025 season, I have full confidence in the team that has been built at LSK. With Hans Erik Ødegaard and Eirik Mæland leading the coaching staff, supported by a strong backroom team and a talented squad, I believe the club is well positioned for another successful season.

I truly believe that LSK will continue to perform at a high level and challenge in the upper half of the Eliteserien table.

What are your thoughts on the Norwegian football system?

Norwegian football is currently in a very exciting period of development. At club level, we are seeing increasing success in European competitions, with Norwegian teams performing very well in UEFA tournaments and players gaining international recognition, leading to major transfers abroad.

On the national team side, there is a very talented generation of players, including Martin Ødegaard and Erling Braut Haaland, who are already world-class and will play key roles in the upcoming World Cup. The combination of strong club structures, good coaching, and high-quality talent coming through the system gives me great optimism for the future of both Norwegian club football and the national team.

Where did your football journey begin, and what are the biggest lessons you learned as a player and coach?

My football journey began at a young age in Norway, playing at the grassroots level and progressing through local clubs. Experiencing the game both as a player and later as a coach taught me the importance of hard work, discipline, and teamwork.

The biggest lesson I’ve learned is that success is never about one individual—whether a player, coach, or leader. It is about teamwork, culture, preparation, and consistency. Creating the right environment, where players can develop both individually and collectively and clearly understand the club’s philosophy, is essential. These lessons have shaped my approach as a Sporting Director, with a strong emphasis on long-term development, clear principles, and a strong club culture.

Ramadan 2026 in Professional Football

By
Ersel Aybasti
-
0
Dates and Turkish tea on a wooden table symbolising Ramadan fasting and matchday nutrition in football.
Dates and tea traditionally mark the breaking of the fast during Ramadan. In professional football, nutrition, hydration and scheduling become key considerations during this period. Photo by Berke Citak on Unsplash.

Context and Sporting Relevance

Ramadan 2026 begins on 19 February and concludes on 19 March. For professional football organisations, this period represents a recurring operational phase that intersects with training load, match preparation and recovery management.

Ramadan, the ninth month of the Islamic calendar, requires fasting from dawn to sunset. During daylight hours no food or fluid is consumed. Nutritional intake is concentrated in the evening meal after sunset, Iftar, and the pre dawn meal, Suhoor. For elite athletes, this creates a daily rhythm that must be considered within performance planning structures.

The objective for clubs and federations is not to engage in theological debate. It is to ensure that sporting preparation, medical oversight and regulatory frameworks are aligned with the realities of the calendar.

The objective for clubs and federations is not to engage in theological debate. It is to ensure that sporting preparation, medical oversight and regulatory frameworks are aligned with the realities of the calendar.

Performance and Medical Considerations

From a sports science perspective, fasting affects hydration patterns, glycogen availability and sleep cycles. Training intensity, environmental temperature and fixture congestion can influence the degree of physiological stress.

Professional environments typically respond through structured measures such as adjusted session timing where possible, tailored nutritional planning for non fasting hours, gradual rehydration protocols after sunset and continuous load monitoring by medical staff.

Islamic jurisprudence permits professional athletes to postpone fasting under certain conditions and compensate at a later time. Decisions therefore remain individual. The role of clubs is to provide informed medical guidance and maintain open communication regarding performance readiness.

Club Level Practice in Women’s Football

In 2022, players from SC Freiburg, including Ereleta Memeti and Hasret Kayıkçı, spoke publicly about fasting while competing at professional level. Kayıkçı stated that fasting remains an integral part of her faith and emphasised the importance of understanding from coaches and teammates.

The example illustrates that internal alignment between player, coaching staff and performance department is central to managing Ramadan in a professional setting. It also demonstrates that fasting and elite competition can coexist when expectations are clearly defined.

League Level Operational Adjustments

Since 2021, the Premier League has provided guidance allowing referees to permit short pauses at natural stoppages around sunset so players can break their fast. These interruptions are integrated into normal match flow and do not represent a formal change to competition rules.

In 2022, the Bundesliga adopted a comparable approach. A visible example was Mainz defender Moussa Niakhaté receiving a brief opportunity to take fluids after sunset during a league match. The adjustment was operational rather than structural, reflecting a pragmatic interpretation within existing regulations.

Regulatory Framework in France

The approach in France differs. The French Football Federation does not permit match interruptions for religious observance, referencing the constitutional principle of institutional neutrality.

In April 2023, FC Nantes defender Jaouen Hadjam was excluded from the matchday squad after choosing to continue fasting. Coach Antoine Kombouaré publicly stated that he respected the player’s beliefs while prioritising sporting considerations in team selection. The case illustrates how national governance frameworks can shape competition level practice.

Federation Guidance and Institutional Standards

The German Football Association has published sports science recommendations addressing hydration and nutrition during Ramadan. The guidance highlights gradual rehydration after sunset, balanced food intake and coordination between players, coaches and medical staff.

Such frameworks demonstrate that Ramadan management is not solely an individual matter. It requires institutional clarity and structured preparation.

Such frameworks demonstrate that Ramadan management is not solely an individual matter. It requires institutional clarity and structured preparation.

Women’s Football and Structural Development

In women’s football, formalised Ramadan protocols are not yet standardised across all competitions. While individual clubs provide support, federation level consistency remains in development in many jurisdictions.

Given the global expansion of women’s football, including regions with significant Muslim player populations, Ramadan planning can be integrated into broader athlete welfare and governance strategies. Evening kick off times, common in several women’s leagues, may in practice facilitate fasting players without requiring structural rule changes.

The key issue for decision makers is not symbolic positioning. It is performance stability, regulatory clarity and equal treatment within existing frameworks.

Conclusion

Ramadan 2026 once again intersects with the professional football calendar. Different leagues operate under different regulatory principles. Clubs apply varying operational models based on competition schedules and medical advice.

For executives, sporting directors and federation officials, the central task remains consistent. Integrate Ramadan into annual planning cycles, formalise medical standards and ensure that governance frameworks are applied coherently.

In a global sport shaped by diverse player populations, structured preparation and institutional clarity are the defining elements of professional management.

Which Pass at Which Moment in Football

By
Ash Aslan
-
0
Kevin De Bruyne plays a forward pass for Manchester City under pressure in a Champions League match
Kevin De Bruyne prepares a decisive forward pass during a Champions League match. A moment that reflects timing, vision and exploiting space in transition. Steffen Prößdorf, CC BY-SA 4.0, via Wikimedia Commons.

How to Beat Possession-Dominant Teams

Possession-dominant teams do not control the game. They control time.

Against teams that keep the ball for long periods, the problem is never the ball itself. The problem is when the ball changes ownership.

This is why match plans against strong possession teams are not built around taking the ball, but around what happens in the very few moments when you win it.

Those moments may come only two or three times in a match. And that is where matches are decided.

Passes, in this context, are not technical actions. They are time decisions.

Each pass answers one question. Does this action steal time from the opponent, or give time back to them?

Possession-dominant teams do not control the game. They control time.

Vertical Pass

The vertical pass is not about bravery. It is about timing. It is played immediately after ball recovery, when the opponent is running, not thinking.

After losing the ball, possession teams are most vulnerable. Their defensive line is high. Their midfield is disorganized. Their orientation is broken. A vertical pass at this moment attacks organization, not space.

Rule

  • If the opponent is running, play forward. If the opponent is set, do not.

Horizontal Pass

The horizontal pass is not patience. It is manipulation. It is used when the center is closed and pressure is concentrated on one side.

The objective is not to keep the ball. The objective is to lock the opponent on one side and delay their shift.

A horizontal pass has no value on its own. It prepares the next action.

Rule

  • If you play sideways, you must be preparing something.

Diagonal Pass

Possession teams often over-invest in one zone. The diagonal pass punishes that belief. It is played when pressure collapses toward the ball side and the far side opens late.

This is not a speed pass. It is a direction change.

Rule

  • If everything is concentrated on one side, the solution is never there.

Wall Pass

Aggressive pressing is based on one assumption. The ball carrier is isolated. The wall pass destroys this assumption. It is used against high pressure to release a line, not a player.

One opponent is eliminated. One line is broken.

Rule

  • Pressure does not work against synchronized teams.

Trap Pass

There are moments when passing is a mistake. The trap pass exists for those moments. It is used to invite pressure, to pull the opponent forward, and to create the real space later.

This is discipline against impatience.

Rule

  • Not every space should be played. Some spaces must be called.

Where Matches Are Won

These passes do not appear many times during a match. But when they appear in the correct context, the difference is decisive.

Wrong pass, you give the ball back. Correct pass, you win the match.

Football is not won by how long you have the ball, but by what you do in the moment you win it.

Possession teams build the game. Teams that read time decide it. Football is not won by how long you have the ball, but by what you do in the moment you win it.

Who is Nicola Alexander Sahm?

By
Cagri Yildirim
-
0
Nicola Alexander Sahm speaking in a studio interview for The Football Week on academy scouting and leadership.
Nicola Alexander Sahm shares insights on academy scouting, leadership, and sustainable player development. A closer look at the thinking behind modern talent identification in football.

Modern Football Executive Leadership

Nicola Alexander Sahm represents a modern football executive profile: structurally and analytically driven, culturally intelligent, deeply performance-oriented, and known for exceptional resilience in demanding environments. For almost seven years, he has led academy scouting at 1. FSV Mainz 05, widely regarded as one of Europe’s strongest development institutions. A role requiring precision, long-term planning and the ability to consistently identify talent with first-team potential.

During his time in Mainz, the academy has earned elite credibility on the national and international stage: German U19 champions in 2023, followed by a remarkable 8th place finish in the UEFA Youth League in 2024. Even more telling is the club’s ability to translate academy potential into professional impact. With Mainz, alongside SC Freiburg, widely recognised as the benchmark in Germany for academy-to-first-team progression. In recent months, 18-year-old centre-back Kacper Potulski has drawn attention as a regular starter in the professional squad. Recruited in 2023 from Poland through Nico’s department, underlining Mainz’s commitment to sustainable squad building through targeted, high-conviction talent acquisition.

Nico has built his reputation not through headlines, but through creating systems that consistently produce talent and long-term sporting value.

Nico has built his reputation not through headlines, but through creating systems that consistently produce talent and long-term sporting value. His work sits precisely at the intersection of recruitment strategy, development pathways and competitive squad planning. The areas that define sustainable success in modern football. In a climate where many clubs still rely on short-term fixes, his approach stands out: structured, measurable, and relentlessly focused on turning individual potential into performance, while creating short-term success through a culture of shared responsibility and a lived sense of togetherness.

Nico’s leadership style combines clarity with human depth. A six-month period teaching at a primary school near Kisumu, Kenya, shortly after high school, played a formative role in strengthening his values and understanding of responsibility. Not as a story of achievement, but as an experience that sharpened his respect for people, cultures and perspective. Today, that background supports his natural strength in international communication and intercultural exchange. An increasingly decisive edge in modern recruitment, squad planning and leadership within diverse environments.

In an era where clubs search for sporting leaders who can unite strategy, structure and culture, Nico is seen as a rare profile: someone who does not merely find talent, but builds the environment in which talent becomes first-team quality. His unique strength lies in combining elite academy scouting expertise with executive-level thinking. Turning recruitment into a strategic advantage and development into a club identity. And while his focus remains firmly on the responsibility in front of him, profiles like his rarely stay under the radar for long. Simply because modern football is increasingly shaped by leaders who combine structure, values and competitive clarity.

Our exclusive interview with Nicola Alexander Sahm

Values. Humanity. Structure. Performance.

Over the past years, 1. FSV Mainz 05 has earned widespread recognition for the remarkable number of academy players successfully integrated into the professional squad. While coaches and young talents often stand in the spotlight, one of the key architects behind this sustainable success has largely worked behind the scenes: Nicola Alexander Sahm, Head of Academy Scouting.

We spoke with Nico about the philosophy, structures and leadership principles that helped shape one of Europe’s most respected development environments.

Identity and Foundations

Mainz 05’s youth success is built on clear structures and consistent processes. You’re known as someone who thinks analytically and strategically. Where does that mindset come from?

I’ve always believed that talent alone doesn’t create success. People do, when the environment is right. And creating that environment is where structure becomes powerful.

Football today is too complex to rely on instinct and hope. You need clarity. You need systems. You need processes that hold under pressure. But for me, structure is never the goal, it’s the foundation. The real objective is to give people confidence and direction, especially in moments when emotions run high and pressure is at its peak.

I’m deeply analytical, not because I’m obsessed with numbers, but because decisions in football have real consequences: careers, futures, relationships. In scouting and development, you don’t deal with products, you deal with human beings. Analysis helps reduce uncertainty and ensures decisions remain fair, explainable and consistent.

In difficult situations, that’s where a strong values compass matters. You can’t lead high performers with panic or ego. You need calm, standards and trust.

Talent alone doesn’t create success. People do, when the environment is right.

Many football leaders talk about performance society. What does performance-oriented leadership mean to you in daily work?

Performance isn’t matchday, it’s a culture. It shows up in daily habits, discipline, standards and in doing the right things when nobody is watching.

In elite football, performance also means leadership: bringing together strong personalities who all want to be the best, and turning that individual ambition into collective strength. My role is to connect high performers through clarity, trust and shared purpose, creating an environment where individuals reach their maximum level because the group makes them stronger.

Sustainable success doesn’t come from speeches. It comes from standards that are lived every day, honest communication and leadership that remains stable, especially under pressure.

Your own playing career ended early due to injuries. How did that experience influence you?

It took away something that felt like my identity.

At that age, football isn’t just something you do, it’s your world. When it suddenly stops, you either break or adapt. I had to rebuild myself, stay patient and find another way to stay close to the game with purpose.

Looking back, it shaped my resilience and perspective. It also showed me how fragile careers can be. Behind every athlete there is a human being. You can demand the maximum, but only if you lead by example. And even under relentless pressure, humanity must never be lost.

You spent six months teaching in Kenya after high school. Why was that important to you?

I needed perspective.

Football had been my entire world. Kenya showed me a completely different reality of life, community and responsibility. It taught me humility and appreciation.

Most importantly, it helped me understand that values are not what you say. Values are what you do when nobody is watching.

What did that experience teach you about leadership?

That respect and trust come before authority.

In modern football, with different cultures and personalities, leaders must listen and understand context. Emotional intelligence isn’t soft, it’s performance-relevant.

Where does resilience show up in your daily work?

Plans fail. Players struggle. Coaches change. Pressure rises.

Resilience means staying stable in unstable environments. Not panicking. Not blaming. Staying focused on solutions and trusting the process while remaining demanding and fair.

The Work: Scouting as Strategy

You’ve led academy scouting for almost seven years in one of Europe’s strongest development environments. What does that role really involve?

Many people think scouting is simply watching players. That’s the smallest part.

The real responsibility is building a system: identifying, selecting and developing profiles that match the club’s identity, minimising risk, creating long-term value and ensuring constant quality, regardless of market trends.

Academy scouting is not about single transfers. It’s about building the future of the club.

At the same time, my background in sports economics and football management helps me connect long-term development with financial responsibility and strategic squad planning at professional level.

Mainz became German U19 champions in 2023 and reached the Top 8 of the UEFA Youth League in 2024. What do those achievements represent to you?

They confirm that the process works.

At elite academy level, success isn’t luck. It reflects years of decisions in recruitment, coaching, values, standards and of course the resources available to a club.

For me personally, it shows that when you build correctly, success becomes repeatable. Not guaranteed, but repeatable. This repeatability is something I’ve always approached not only from a sporting perspective, but also with a clear economic and strategic framework in mind.

The transition from academy to first team is often a major weakness in European clubs. Why has it worked so well in Mainz?

Because the pathway is real, not theoretical.

Many clubs say they trust youth, but panic after two bad results and buy short-term solutions. If you want progression, you need alignment between academy, coaches, performance staff, first team and leadership.

Development must be treated as an investment and an opportunity, not a risk. When the culture supports it, transition becomes natural.

How do you prevent scouting from becoming reactive to market hype?

By being structured and having the courage to say no.

The market is always loud. Agents push. Social media creates narratives. Without strong processes, you start chasing noise.

A good scouting department must be calm, clear and difficult to influence. That doesn’t mean rigid. It means consistent.

Kacper Potulski joined from Poland in 2023 and is already a regular in the professional squad at just 18. What does his development illustrate?

It shows what happens when conviction meets process.

It’s about looking beyond obvious markets, identifying the right profile early and building a clear pathway. But the key isn’t the signing, it’s the development and integration afterwards and choosing the right club environment at the right time.

That’s where scouting becomes strategic. The signing is the beginning, not the success.

Philosophy: Sustainable Development and Immediate Impact

Many believe long-term development and short-term success contradict each other. You disagree. Why?

Because development isn’t slow. It’s structured.

If people understand standards, roles and responsibility, performance happens now. When trust and togetherness are lived daily, success becomes a consequence, not a miracle.

The strongest clubs are those that develop sustainably and compete in the present, because culture produces performance every day. And culture always starts at leadership level.

How do you define football identity?

Identity isn’t a template. It’s not formation or pressing height.

It’s what you tolerate, what you reward, how you react to setbacks, how you treat people. It grows through shared experiences and a community that makes each other better.

The Future of the Game

Where is scouting heading in the next decade?

It will become more strategic and interdisciplinary.

Data will be standard. Human judgement will become even more valuable. The competitive edge will lie in interpretation.

The future belongs to clubs that combine football expertise, analytics, psychology, cultural intelligence and strong leadership.

What separates normal clubs from truly great ones?

Consistency.

Great organisations evolve but keep their core stable. They know what they stand for, build people and create structures that outlast individuals. They trust the process and hold their course independent of noise, names or short-term moods.

Final Question

If someone spends 30 minutes with you, what should they take away?

First of all, that I genuinely love football and respect everything it demands.

I work in a structured and system-oriented way, because sustainable success needs clear processes, strategy and responsibility. But structure must never replace humanity. At the centre of every decision are people, not numbers or short-term outcomes.

Leadership also means making clear and sometimes difficult decisions. I believe in honest, direct communication, even in uncomfortable situations, because respect and clarity belong together and accountability has to be visible.

Football is a business. Transfers must fit sporting strategy and economic reality, and my academic background in sports economics and football management helps me connect both perspectives. But long-term success only works when strategic thinking is combined with human understanding and when boundaries are set when needed.

At the highest level, it’s not only about talent. It’s about connecting high performers and creating environments where strong personalities become collective strength, with empathy when it helps and firmness when it’s required.

When people function together, performance follows. And when standards are clear, pressure becomes something you manage, not something that drives you.

Examen blanc d’agent FIFA – Test 1

By
Matthieu Struyf
-
0
Photo by Aditya Sethia on Unsplash

1. Justin, un footballeur professionnel confirmé, est mécontent de son manque de temps de jeu avec son club cette saison. Il envisage de résilier son contrat avec le club pour juste cause sportive. Le club dispute 30 matchs dans la saison. Dans lequel des scénarios suivants aurait-il des motifs pour résilier prématurément son contrat ? Sélectionnez une réponse :

a. Il n’a disputé que deux matchs

b. Il n’a disputé que sept matchs

c. Il n’a disputé que trois matchs

d. Il n’a disputé que cinq matchs

 

2. Le club AFC Red a reçu une notification de paiement de 100 000 EUR mais n’a pas payé la FIFA Clearing House dans le délai de 30 jours. Quel montant AFC Red doit-il maintenant payer à la FIFA Clearing House ? Sélectionnez une réponse :

a. 125 000 EUR

b. 105 000 EUR

c. 102 500 EUR

d. 100 000 EUR

 

3. Quelles parties peuvent être sanctionnées par la Commission de Discipline de la FIFA pour leur implication dans un transfert-pont ? Sélectionnez une ou plusieurs réponses :

a. Uniquement les clubs

b. Toute partie soumise aux Statuts et règlements de la FIFA impliquée dans un transfert-pont

c. Uniquement les joueurs

d. Clubs et joueurs

 

4. Pour lesquelles des situations suivantes un agent de football ne peut-il pas facturer de frais de service ? Sélectionnez une ou plusieurs réponses :

a. La prime conditionnelle du club après qu’un ancien joueur a remporté une compétition continentale

b. La prime de fidélité du joueur après 12 mois

c. La prime de performance du joueur après dix buts marqués

d. La clause de pourcentage à la revente du club

 

5. Qu’est-ce qui est considéré comme une approche d’un joueur ? Sélectionnez une ou plusieurs réponses :

a. Un e-mail envoyé à un joueur

b. Un message sur les réseaux sociaux

c. Une rencontre avec le frère d’un joueur

d. Un e-mail envoyé au club d’un joueur à propos du transfert d’un autre joueur

 

6. Quelles peuvent être les conséquences pour un club qui ne paie pas les montants ordonnés par le Tribunal du Football ? Sélectionnez une ou plusieurs réponses :

a. Un avertissement

b. Une interdiction d’enregistrer de nouveaux joueurs, que ce soit au niveau national ou international

c. Une amende imposée par le Tribunal du Football

d. Une suspension de participation aux compétitions

 

7. Quelles parties peuvent exercer une influence sur un club au sens de l’article 18bis du Règlement du Statut et du Transfert des Joueurs (RSTJ) de la FIFA ? Sélectionnez une réponse :

a. Toute tierce partie et le(s) club(s) adversaire(s) peuvent exercer une influence sur un club au sens de l’article 18bis du RSTJ

b. Seuls les agents de football peuvent exercer une influence sur un club au sens de l’article 18bis du RSTJ

c. Seules les tierces parties peuvent exercer une influence sur un club au sens de l’article 18bis du RSTJ

d. Seuls les clubs peuvent exercer une influence sur un autre club au sens de l’article 18bis du RSTJ

 

8. Un joueur est étudiant et déménage sans ses parents dans un autre pays temporairement pour des raisons académiques dans le cadre d’un programme d’échange. Quelles conditions doivent être remplies ? Sélectionnez une ou plusieurs réponses :

a. La durée d’enregistrement du joueur pour le nouveau club jusqu’à ses 18 ans ou jusqu’à la fin du programme scolaire ne peut pas dépasser un an

b. La durée d’enregistrement du joueur pour le nouveau club jusqu’à ses 18 ans ou jusqu’à la fin du programme scolaire ne peut pas dépasser deux ans

c. Le nouveau club du joueur doit être un club purement amateur

d. Le nouveau club du joueur doit être un club amateur ou semi-professionnel

 

9. Sur quelle base est calculée la contribution de solidarité ? Sélectionnez une réponse :

a. Le salaire du joueur

b. La valeur marchande du joueur

c. Toute indemnité de transfert payée d’un club à un autre

d. Tous les paiements effectués dans le cadre d’un transfert, y compris ceux du club au joueur ou à l’agent

 

10. Quelles activités sont considérées comme des services d’agent de football ? Sélectionnez une ou plusieurs réponses :

a. Organiser des essais avec des clubs

b. Négocier avec un entraîneur pour qu’un client soit convoqué en équipe nationale pour la Coupe du Monde de la FIFA™

c. Négocier la résiliation d’un contrat professionnel

d. Représenter des clients devant le Tribunal du Football

 

11. Lorsqu’une entité employeuse paie les frais de service pour le compte d’un individu, quelles conditions s’appliquent ? Sélectionnez une ou plusieurs réponses :

a. La rémunération annuelle négociée doit être supérieure à 200 000 USD

b. L’individu doit être mineur

c. L’individu et l’entité employeuse doivent être d’accord

d. Les frais de service ne doivent pas être déduits de la rémunération de l’individu

 

12. Y a-t-il une exigence de diplôme pour être agent FIFA ? Sélectionnez une réponse :

a. Oui, il faut un diplôme de licence

b. Oui, il faut un master

c. Oui, il faut un doctorat

d. Non, il n’y a aucune exigence de diplôme

 

13. La durée cumulée des deux « Périodes d’Enregistrement » en football ne peut pas dépasser : Sélectionnez une réponse :

a. 10 semaines

b. 12 semaines

c. 14 semaines

d. 16 semaines

 

14. Une indemnité de formation n’est pas due dans l’UE/EEE si l’ancien club n’offre pas de contrat au joueur combien de jours avant l’expiration de son contrat actuel ?

a. 15 jours

b. 30 jours

c. 60 jours

d. 90 jours

 

15. Que se passe-t-il lorsqu’un agent de football ne respecte pas les exigences de formation continue après l’expiration de la suspension provisoire de 60 jours ? Sélectionnez une ou plusieurs réponses :

a. Ses clients ont juste cause pour résilier tous les contrats de représentation

b. Tous les frais de service doivent être remboursés aux clients

c. Sa licence d’agent de football est retirée

d. L’agent de football est définitivement suspendu et ne peut pas demander une nouvelle licence

 

16. Un président de club vous consulte au sujet de la manipulation de matchs. Il craint que certains joueurs du club ne soient impliqués dans des pratiques de matchs truqués et se demande si le club peut être tenu responsable de leur comportement. Est-ce le cas ?

a. Non, les clubs ne peuvent être tenus responsables que du comportement de leurs propres officiels

b. Oui, les clubs peuvent être tenus responsables du comportement de leurs joueurs, sauf s’ils prouvent l’absence de faute ou de négligence

c. Oui, les clubs peuvent être tenus responsables du comportement de leurs joueurs en vertu du principe de responsabilité stricte

d. Non, les clubs ne peuvent jamais être tenus responsables du comportement de leurs joueurs

 

17. Le Conseil peut convoquer un Congrès extraordinaire à tout moment et doit le faire si quelle proportion des associations membres en fait la demande par écrit ?

a. ⅓

b. ½

c. ⅕

d. ¼

 

18. Parmi les comités permanents reconnus, lesquels sont valides ? Sélectionnez une ou plusieurs réponses.

a. Comité des finances

b. Comité médical

c. Comité des clubs

d. Comité des joueurs

 

19. La FIFA Clearing House est en droit de demander à un individu, un club ou une association membre de fournir des informations lors d’une évaluation de conformité. Parmi les exemples suivants, lesquels peuvent être demandés ? Sélectionnez une ou plusieurs réponses.

a. Structure de l’entreprise

b. Propriété bénéficiaire

c. Source de financement

d. Source de richesse

 

20. Parmi les éléments suivants, lequel n’est pas une condition pour qu’une personne physique devienne agent de football ? Sélectionnez une ou plusieurs réponses.

a. Soumettre une demande de licence

b. Payer une redevance annuelle à la FIFA

c. Enregistrer un identifiant FIFA (FIFA ID)

d. Se conformer aux critères d’éligibilité

 

Réponses :

  1. A
  2. C
  3. B & D
  4. D
  5. A, B, C
  6. B
  7. A
  8. A & C
  9. C
  10. A & C
  11. C & D
  12. D
  13. D
  14. C
  15. A & C
  16. C
  17. C
  18. A & B
  19. A, B, C, D
  20. C

Comment réussir l’examen d’agent de football de la FIFA : Édition 2025

Comment cela s’est-il passé ? Avez-vous encore des points à renforcer ? Vous pouvez vous préparer avec le cahier d’exercices Comment réussir l’examen d’agent de football de la FIFA, un guide pratique et complet conçu pour vous aider à maîtriser le contenu de l’examen.

Créé par l’expert en droit du sport et des agents Dr Erkut Sogut, en collaboration avec Jamie Khan, ce workbook combine connaissances théoriques, études de cas pratiques et examens blancs afin de vous préparer de manière structurée et efficace, en s’appuyant sur les documents officiels les plus récents de la FIFA.

Who is Omar Adlani?

By
The Football Week
-
0
Omar Adlani directing his team from the touchline during a competitive league match.
Omar Adlani on the touchline, embodying his proactive and disciplined coaching philosophy. Leadership, clarity and intensity define his approach in elite environments.

Modern Coaching Leadership and Identity

Modern coaching leadership is no longer defined solely by tactics or matchday decisions. It is shaped by identity, emotional intelligence, and the ability to align people, processes, and performance under constant pressure. Omar Adlani belongs to a generation of head coaches who view clarity, authenticity, and cultural awareness as fundamental leadership tools in elite football.

Omar Adlani is Head Coach at FC Basel, operating within one of Switzerland’s most demanding football environments. His pathway spans club and national team football, talent development, performance analysis, and coaching roles across different countries and cultures. Known for a proactive game model, disciplined daily standards, and a strong emphasis on alignment between people and principles, Adlani represents a modern coaching profile focused on sustainable performance rather than short-term noise.

Modern coaching leadership is no longer defined solely by tactics or matchday decisions. It is shaped by identity, emotional intelligence, and the ability to align people, processes, and performance under constant pressure.

Our exclusive interview with Omar Adlani

You are currently Head Coach at FC Basel. How would you describe your coaching identity, and what principles define your work at this stage of your career?

My coaching identity has evolved significantly through experience, pressure, and exposure to different football cultures. Today, I see myself as a coach who values bravery, intensity, and emotional balance.

I strongly believe in a clear game model based on proactive football, high pressing, and intelligent use of possession. My teams must be brave, disciplined, and emotionally strong. At this stage of my career, my core principles are consistency, accountability, and continuous improvement, both individually and collectively.

I have made many mistakes as a young coach and I will continue to make more. That is part of the process. One of the most important lessons I have learned is to always be myself. Early in my career, there were moments when I tried to copy the style or personality of coaches I admired. I realised this is not sustainable. When you do that, you slowly lose your own identity, and players feel it. Authenticity is essential in leadership.

My work today is defined by clarity in the game model, consistency in daily standards, and strong, honest relationships with players and staff. I believe performance comes from alignment, when everyone understands the idea, feels respected, and is held to the same level of responsibility.

At FC Basel, my principles are simple: train with purpose, compete every day, and never lose our hunger. It is a club with history, ambition, and expectations. My responsibility is to build a team that reflects that identity not only in how we play, but in how we behave, prepare, and respond to challenges.

Authenticity is essential in leadership.

Your pathway includes roles as head coach, assistant coach, talent coach, and staff member across several countries. How have these environments shaped your understanding of modern football leadership?

My pathway through different roles and countries has had a major influence on how I understand modern football leadership.

I began my full-time coaching career as both a talent coach and assistant coach within a women’s first-team environment, while also working as a regional coach in southern Helsinki and as part of the U19 national team staff. This combination immediately exposed me to different layers of the game: elite senior football, youth development, and national team structures.

As a talent coach, my responsibility extended far beyond the pitch. It included individual training plans, video analysis, and supporting players socially and mentally. This role fundamentally shaped my understanding of the individual aspect of coaching, developing players as people and professionals while integrating them into a collective structure.

Alongside this, I had a significant role within the coaching staff, leading training sessions, preparing and delivering video meetings, contributing to match analysis, and working on scouting. This taught me the importance of collaboration, clarity of roles, and preparation in a high-performance environment.

Working within regional programs and national team structures introduced me to a very demanding working culture. National team camps are short but intense. Large amounts of information must be delivered in limited time. This experience taught me how to prioritise what truly matters, simplify messages, and maximise impact quickly.

Moving into head coach roles added another dimension. You learn responsibility and decision-making under constant pressure. Leadership is not only about tactics or selecting a starting eleven, but about creating a culture where people feel challenged, supported, and motivated to improve.

All of these experiences shaped my view that modern football leadership is multidimensional. Tactical competence is essential, but so are emotional intelligence, communication, cultural awareness, and the ability to manage individuals within a collective structure. Whether working with young talents, senior professionals, or staff, the foundation remains the same: clarity, trust, and consistency under pressure.

You have also worked within national team structures. How does international football differ from day-to-day club work?

The biggest difference is time. In club football, you work with players daily, build habits gradually, and correct details over weeks and months. At international level, time is extremely limited. Preparation must be precise and efficient. Every training session, meeting, and video clip must have a clear purpose.

Tactically, this means focusing on a small number of key principles rather than complex structures. Decision-making becomes more selective. You must decide what is essential, what can be simplified, and what can realistically be executed within a few sessions.

Player management is also different. Players arrive from different clubs, game models, and physical and emotional states. Some are fatigued, others full of confidence. You must read the group quickly, manage expectations, and build cohesion in a very short time.

There is also a strong emotional component. Playing for a national team involves identity, pride, and external pressure. The environment must be intense and competitive, but also calm and stable. Creating that balance is part of the role.

These experiences reinforced my belief that modern coaching is about clarity, adaptability, and human management as much as tactical knowledge. The ability to organise efficiently, communicate simply, and unite people around a clear idea is crucial at international level and extremely valuable in club football as well.

You have extensive experience in analysis, scouting, and periodisation. How do you translate complexity into clear guidance?

Analysis only has value if it leads to better decisions and behaviour on the pitch. The challenge is not collecting information, but transforming complexity into clarity.

My first principle is relevance. I filter everything through one simple question: does this help the player perform better in the next match or training session? If not, it does not belong.

Secondly, analysis is always connected to our game model and principles of play. This helps players understand not only what to do, but why they are doing it.

From a practical perspective, I reduce information to a small number of key messages, usually three to five points, supported by short video clips and clear visuals. These messages are then reinforced on the pitch through training exercises that reproduce the situations we analysed.

Periodisation is done in close cooperation with the fitness coach. He defines the physical framework. I translate that into football-specific content. Physical development and tactical learning must always happen together.

With the staff, analysis is more detailed. We challenge interpretations, align on priorities, and ensure everyone delivers the same message. Consistency is essential.

What do you look for when identifying players with long-term potential beyond immediate performance?

The most important factor for me is attitude and mentality. A player’s willingness to learn, accept feedback, and work consistently is often a stronger predictor of long-term success than technical ability alone.

Technical, tactical, and physical qualities can be developed. What matters most is how players process information and make decisions. Those who combine mental agility with commitment to development tend to reach higher levels and sustain performance over time.

How important is interdisciplinary knowledge for head coaches at the highest level?

When leading a team of experts, you must be able to understand and interpret what is presented to you. You are not expected to be the best in every domain, but you need enough knowledge to make informed decisions and ask the right questions.

Interdisciplinary understanding allows physical preparation, tactics, psychology, and analysis to function as one coherent framework. At the highest level, leadership is about connecting expertise, not replacing it.

How do you ensure alignment between youth development and first-team demands?

Alignment starts with clarity of identity. The first team’s game model, principles of play, and behavioural standards must be shared across the club.

Communication is crucial. Regular exchange between academy and first-team staff ensures development priorities are realistic and directly linked to senior demands.

Contextual training environments that reflect first-team intensity and decision-making speed accelerate transitions. Individual development plans then provide clarity for each player’s pathway.

How do you balance transparency in media work with protecting internal processes?

Transparency does not mean sharing everything. My priority is always to protect the team and the internal environment.

I communicate clearly about values and direction, take responsibility publicly when needed, and highlight the collective. Internally, communication is direct and honest. Externally, it must remain calm, consistent, and aligned with the club’s objectives.

How do language skills and multicultural experience support your leadership?

Language is one of the most powerful leadership tools a coach can have. Speaking to players and staff in their own language, even imperfectly, immediately changes the relationship. It builds trust, respect, and connection.

Living and working in different cultures has helped me understand how people think, communicate, and respond to leadership. That awareness is invaluable when managing diverse teams.

The work ethic and resilience I grew up with, shaped by my parents’ immigrant experience, continue to guide how I lead and work. That perspective grounds me and reinforces the values I bring into the dressing room every day.

How do you define long-term success beyond results on the pitch?

Success is building teams and environments that are competitive, sustainable, and respected, not only for results, but for how they work and represent their clubs.

Of course, competing for titles and European success is part of the ambition. But real success is also about identity, culture, and development.

Leaving clubs stronger than I found them, structurally and culturally, matters to me. If players improve, staff grow, and supporters recognise a team that works with courage and integrity, that is real success.

Beyond that, success is also about perspective. Remembering how privileged we are to work at this level keeps me grounded, motivated, and grateful.

123...80Page 2 of 80