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Football Agent Summer School 2025: Learn the Game Behind the Game

By
Ali Afzal-Khan
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Dr. Erkut Sogut teaching aspiring football agents during a live classroom session
Dr. Erkut Sogut empowers students with real-world knowledge, legal expertise, and insider insights from the top levels of football agency.

A Unique Opportunity for New and Aspiring Football Agents

Football agency is no longer a niche profession. With the global growth of the game, more players are turning professional, more deals are being signed, and more qualified professionals are needed to represent talent with integrity and expertise.

If you are passionate about football and want to work in the business of player representation, the first step is education. But not just any education. You need the right combination of practical training, expert insight, and access to a strong network.

That is why we created the Football Agent Summer School 2025. This two-day live online course is designed to fast-track your journey and give you the tools to succeed.

Key takeaway:
You do not need years of experience to get started. You just need the right guidance, and this course gives you exactly that.

Learn Directly from One of the World’s Leading Football Agents

The course is led by Dr. Erkut Sogut, a FIFA Licensed Agent, sports lawyer, and educator. He has negotiated record-breaking contracts at the highest levels. In 2018, he secured the highest salary in Premier League history at the time. He achieved a similar milestone in 2021 by negotiating the highest salary in the Turkish Super League. Today, he continues to work closely with top players, clubs, and agents around the world.

Dr. Sogut is passionate about mentoring the next generation of agents and teaching both the legal side and the human side of this profession.

In this course, you will not just hear theories. You will get real-life examples, personal stories, and case studies from inside the industry.

Key takeaway:
There is no better way to learn than from someone who has negotiated at the highest level.

What You Will Learn During the Course

This two-day experience is packed with high-value training and insight. Topics include:

  • How to represent professional players and manage their careers
  • Contract negotiation techniques and legal basics
  • Understanding FIFA regulations and the new licensing system
  • Navigating transfers, endorsements, and international markets
  • Building your client base and standing out in the industry
  • Live Q&A sessions and exclusive guest speakers from the football world

Key takeaway:
This course is packed with actionable knowledge that helps you hit the ground running.

When, Where, and How It Works

?️ Dates: 6–7 September 2025
? Format: Live and online (attend from anywhere)
? Bonus: Pre-course welcome session on 5 September
? Audience: Global community of aspiring and licensed agents

Key takeaway:
Attend from anywhere in the world and connect with future colleagues.

Discounted Tickets Available for Students and IFFA Members

?️ General Admission: $399
? Early Bird: $299 (until 7 August)
? Student: $299 (with verification)
? IFFA Members: $249 (with verification)

To apply for a student or IFFA discount, email us at info@thefootballweek.org.

Key takeaway:
We are making this course as accessible as possible. Do not miss your chance to grow.

Join Our Global Community of Football Professionals

This is more than just a weekend course. It is your entry point into The Football Week network, a platform dedicated to education, opportunity, and connection in football.

By joining the course, you will get access to a community of people who want to see each other grow.

Key takeaway:
This is more than a course. It is the beginning of your journey in football.

Graphic showing key details of the Football Agent Summer School 2025, including dates, format, and course highlights.
Get real-world insights, join a supportive community, and gain the tools you need to take your first steps as a football agent.

How to Register

? Click here to secure your spot now

Still Have Questions?

Feel free to reach out to us at info@thefootballweek.org or via our social media pages. If you would like a custom social media graphic to announce your registration, we would be happy to create one for you.

Why Game-Realistic Training Matters for Goalkeepers

By
Patrick Nettekoven
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Goalkeeper in red kit leaps to tip the ball over the crossbar during training, highlighting agility and game-realistic decision-making
Photo by My Profit Tutor on Unsplash

Many coaches tell me, “In goalkeeper training, we can simulate match situations, but we’ll never reach the same speed or quality as a real game.”

That’s not entirely wrong — but using it as an excuse is dangerous. I believe it’s essential to accept this challenge, not avoid it. We need to get as close as possible to the reality of the game. That means creating training environments that expose our goalkeepers to the same types of decisions, rhythms and pressures they’ll face on matchday.

For decades, goalkeeper training was heavily focused on isolated technical work. And don’t get me wrong — this part is still hugely important to me. Controlled drills, consistent repetitions, ideal service, “goalkeeper gymnastics” to develop a clean and precise technique. Especially in the German goalkeeper education system, where my roots lie, this foundation is essential.

The game has changed

Football has progressed — and no position has undergone a greater transformation than goalkeeping. Today’s goalkeepers are expected to manage the game, contribute as playmakers, and organize their team far beyond the box. Still, at the core, the primary responsibilities remain unchanged: to protect the goal and control space in the key moments that decide matches.

In real games, goalkeepers operate in some sort of chaos. They deal with constantly changing angles, distances, defenders, attackers, pressure and space. The rhythm of the situation matters. The decision-making window is shrinking.

Game-realistic goalkeeper training means more than just turning up the tempo or intensity. It means:

  • Creating real angles, distances and time pressures
  • Designing exercises with moving balls, unopposed and opposed finishes
  • Simulating scenarios from the game: crosses, cutbacks, switches, second phases, transitions
  • Varying the rhythm and triggers

We have to recognize that goalkeepers don’t just react — they read. They prevent and solve problems. They process visual and tactical information before the shot is taken. So, our training must reflect that.

Ask yourself:

  • Does this exercise replicate what the goalkeeper sees in a match?
  • Are they reading the game situation, not just reacting to service?
  • Does the pressure they’re under in this moment feel like a game?

At the core of all this is decision-making

Decision-making doesn’t grow in sterile environments. It needs stimulus. It needs unpredictability. It needs mistakes. If your goalkeeper isn’t occasionally getting it wrong in training, they’re not being challenged enough. Like any skill, decision-making improves through repetition — but these game-specific reps rarely happen in team training, where the goalkeeper often plays a more secondary role. That’s why it’s so essential we create intentional, high-repetition decision-making scenarios in goalkeeper-specific sessions. Of course, you still need technical work. Of course, you still need structure. But that can’t be the whole picture. Your goalkeeper needs to leave training feeling like they played a match — mentally, physically emotionally.

I’m not saying every session needs to be full-intensity chaos. But isolation can no longer be the default. Game-realism must a consistent and intentional part of the goalkeeper’s training rhythm — not the exception, but the standard.

Because if we train in ways that don’t reflect the game, we shouldn’t be surprised when the game exposes our goalkeepers.

The Women’s Cup Milan 2025 Ends with Juventus Victory

By
The Football Week
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Juventus Women celebrate winning The Women’s Cup Milan 2025, lifting the trophy with gold medals and champagne under stadium lights
Juventus Women crowned champions of The Women’s Cup Special Edition in Milan after a 2–1 win over Inter in the final.

Juventus Crowned Champion of The Women’s Cup Special Edition in Milan

The special edition of The Women’s Cup held in Milan concluded with Juventus as champions after defeating Inter 2-1 in the final.

  • 45’ Emma Stolen Godo (J)
  • 80’ Marija Milincovik (I)
  • 84’ Michela Cambiaghi (J)

FC Como Women (FCCW), part of the Multi Club ownership Mercury 13, secured third place in the tournament following an exciting semifinal against Atlético Madrid that ended 1 – 0 in favor of the FC Como Women team.

Stefano Sottili’s side claimed victory thanks to a curling shot from Nischler (MVP Tournament) at the edge of the box in the 54th minute, securing third place in the special Milan edition of The Women’s Cup, held at the Arena Civica.The Women’s Cup Milan 2025 was much more than just a competition for F.C. Como Women.

It was an opportunity to experience meaningful moments both on and off the pitch, and to further solidify the identity of a club in full evolution.

Adding even more symbolism to the event was the official debut of the new Nike 2025/26 kits, unveiled just a few days earlier through the The Next Wave campaign. A look that speaks of identity, ambition, and vision for the future — introduced in the most fitting setting: a high-profile international showcase.

On the field, the tournament also marked the long-awaited debut of Alisha Lehmann in a Como Women shirt — a particularly emotional moment, as it came against her former team, Juventus. Alongside her, Matilde Pavan also made her return to the pitch, having just rejoined Como on loan from the Bianconere. Two different stories, but both full of meaning, adding further depth and emotion to the tournament.

From a sporting perspective, the outcome was extremely positive, as confirmed by team captain Giulia Rizzon:

“This tournament was an important opportunity for us to face top-level teams. We know Juventus well from the league — a solid side with extraordinary individual talent. Atlético Madrid, on the other hand, was a real international test that challenged us in different ways. Taking part in this event allowed us to raise our level and prepare in the best possible way for the official start of the season.”

Event Details

Exclusive Format

Mercury 13, owner of FCCW and part of the Multi Club ownership, hosted this innovative event. This edition of The Women’s Cup was held in a closed format to the public, exclusive to special guests. Attendees included friends and family of participating players, as well as sponsors invited by the organizers and Mercury 13.

“I’ve been to more matches than I can count, but The Women’s Cup Special Edition with Mercury13 was the first time I felt completely at ease. Witnessing the outstanding talent and determination of the women players on the pitch was truly inspiring – these athletes showcased skill, passion, and drive that left a lasting impression. They’re ready to *take on the world* this upcoming season, and it was amazing to see them push themselves to new heights in this tournament. The Ibiza-inspired music, free-flowing drinks, great food, and comfortable couches set a new standard — all while being steps from the action and celebrating with players after the final whistle. Sharing it with my 2-year-old daughter, both of us in ‘summer white,’ made it unforgettable. Once again, Mercury13 & TWC is in pole position, proving what’s possible for the future of the women’s game.”— Victoire Cogevina, Co Ceo and Co Founder of Mercury 13.

The occasion featured a unique atmosphere created by the arrangement of umbrellas and living-style sofas, music with a DJ, and catering for guests. The Italian architecture of the Palazzo of the Arena Civica contributed to the special atmosphere surrounding the entire cup.

Training and Camaraderie

During the tournament days at the Arena Cívica in Milan, players from the 4 participating teams had the opportunity to train in preparation for the 25/26 season, strengthening bonds of friendship and camaraderie among women who share the goal of elevating the competitive level of professional women’s football.

The tournament demonstrated a high level of competitive play, with exciting matches that highlighted the skill and talent of the players of the participating teams.

Global Presence

“The Women’s Cup aims to reach new audiences and share the power of women’s soccer,” said Juan Pablo Reynal, CEO of The Women’s Cup. “We are proud to name VIZIO the exclusive viewing destination for the tournament in the U.S. so that millions were  able to enjoy the best talent and competition from around the women’s game. Victoire Cogevina was in charge of interviews and comments on the pitch and cabin, inviting VIP’s to describe their experience around the global growth of women’s in sports.  For all of Italy, the tournament was broadcast by Sportitalia free-to-air, Sky Sports; in Brazil by Goat; in MENA and Sub-Saharan Africa by W Sports; in Mexico by TVC Deportes; and globally by thewomenscup.tv.

Who is David Platt?

By
Enes Alan
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David Platt in a black suit with arms crossed, posing confidently against a light geometric background
David Platt brings decades of global football leadership to his current role as a consultant for clubs, federations, and investors.

David Platt is a football professional with over two decades of experience across some of the sport’s most competitive environments. His career spans roles at Manchester United, Liverpool FC Academy, Qatar FA, Aspire Academy, Al Ain FC, and the British Olympic system, where he has worked in scouting, coaching, player/athlete/staff development, sports science/sports psychology, sporting directorship and executive leadership.

He began his career in player development and coaching, contributing to the development of players who would go on to play in the Premier League and on the international stage. At Liverpool FC Academy, David worked closely with the 2006 and 2007 FA Youth Cup-winning teams and helped lead player development programs that shaped the careers of many top talents. His academic background, comprising a BSc in Sports Science, MSc in Sports Psychology, an Advanced Certificate in Science and Football, and an MBA with distinction, provided a strong foundation for both technical and leadership roles.

David served as a first team scout at Manchester United during the final years of Sir Alex Ferguson’s tenure, contributing to the Premier League-winning season of 2012–2013 with tactical and player analysis. His reports helped inform decision-making at one of the most demanding clubs in world football.

From 2009 to 2014, he worked within the British Olympic system, supporting medal-winning teams such as GB Boxing, GB Triathlon, and GB Paralympic Swimming. He also collaborated with other high-performance teams such as GB Cycling, Sailing, and Hockey. David’s insights into world class systems, performance environments, and culture-building were sharpened during this period and continue to inform his work today.

His international experience expanded further during his time with Qatar FA and Aspire Academy. There, he helped build a new scouting department as part of the country’s long-term 2022 World Cup vision. The project contributed to Qatar’s breakthrough as AFC champions in 2019 and again in 2023. In 2020, he became Sporting Director / CEO at Al Ain FC, the most successful football club in the UAE. His leadership contributed to the club winning the domestic league and cup double in 2022 and going on to become champions of Asia in 2024.

Today, David runs his own consultancy, advising football clubs, federations, and investors worldwide. His services cover areas such as club acquisitions, football strategy and operations, player and staff recruitment, and sporting director leadership. He also provides advisory solutions to organizations that lack in-house sporting directors and supports ongoing projects in people development through mentoring, coaching, and speaking engagements.

David’s approach is defined by a deep understanding of both the technical and business sides of football. He combines his football knowledge with financial literacy, operational awareness, and a global network built through years of collaboration with professionals across the globe, including living and working in Europe and the Middle East. His clients will value his people skills, professionalism, and ability to improve sporting outcomes through practical, evidence-based advice.

Whether helping investors prepare for club acquisitions, evaluating players, advising technical directors, or mentoring staff, David can bring a thoughtful and comprehensive perspective. His track record includes working with Premier League, Asian, World and Olympic champions as well as emerging federations and growing clubs. Throughout, he remains committed to the core values of drive, professionalism, and loyalty, supporting organizations not only to compete but to grow with clarity and purpose.

OUR EXCLUSIVE INTERVIEW WITH DAVID PLATT

Who is David Platt outside of football? What helps him stay grounded away from the demands of the sport?

Outside of football, I’m a dedicated father, partner, and football obsessive! Believe it or not, I relax by watching football! I enjoy keeping fit and healthy at the gym and spending time with family, friends and my partner. They bring me down to earth quickly if I ever get too big for my boots!

What did you take away from your time at Manchester United during the Sir Alex Ferguson era, and how has that shaped your work since?

United under Sir Alex was a masterclass in clarity, trust, and high standards. What I took most from that period wasn’t just tactical or scouting knowledge, it was how leadership flows through an entire organisation. People knew their roles, knew the expectations, and bought into something bigger than themselves. There was a lot of trust given to you once they hired you and a lot of belief shown in you.

One example of that was when I was first hired, the first match I worked on was doing an opposition report on Manchester City for the derby. Thrown in at the deep end, but it was a great example of how they showed you trust and belief, even for a new recruit. Also, expressing an honest opinion that was different to senior management was seen as a positive rather than hiding or being overly agreeable.

I’ve carried that lesson into every leadership and advisory role since, to hire people, support them, believe in them, and give them the trust to do their job. And to encourage and respect them so that they give you their honest opinion and feel supported and safe enough to do that.

I worked under the Chief Scout, who I learned a great deal from and who has always been a bit of a mentor to me. There were fantastic scouting systems and processes in place at the club at the time, which I learned a great deal from, including how to operate at the highest level in regard to people and process/system management.

You’ve worked with both clubs and national federations. What feels different when leading projects in those two environments?

With clubs, the pressure is day-to-day and week-to-week. You’re dealing with transfer windows, results, fans, media, a hectic match schedule, players and staff in the building every day, etc. It’s fast, unforgiving, and very direct.

Federations are a different challenge. It’s more about strategic and systems thinking, aligning development pathways and talent ID, long-term performance culture, and working to peak at major events that can be every 2 to 4 years. Both are rewarding, but they require very different lenses.

I would say that although both are demanding and enjoyable in different ways, a better work/life balance is achievable in national federations as it is less intensive and timelines differ significantly. When you do hit major events, that’s when intensity overdrive comes in though! I worked with Team GB helping them to prepare for the Olympic Games and learned a huge amount about what is required to peak and win while handling the intensity and pressure of a major competition.

Al Ain had major success shortly following your time there. What do you think made the biggest difference in building a winning team?

Leadership alignment: I had a very good relationship with the Board of Directors there, both individually and collectively. We shared the same vision and everyone understood their roles. It was important for me to have support and trust from above in order to be impactful and for us to move the club forward in the direction that we wanted.

Clear strategy: We built a clear strategy that acted as a blueprint to achieve success. Of course, nothing goes exactly according to plan and that needed adapting sometimes, but there was a clear strategy to follow.

Decisive, fair change: We made tough, sometimes ruthless, but fair changes for the good of the club, on squad management/players, staff, culture, scouting/recruitment, and other areas, to set the tone and accelerate progress. When you are at a club like Al Ain the expectation and standard is to win; if you are not winning, you need to identify the reasons and take decisive action to change. I’m not one for change for change’s sake, there has to be a genuine need for change, but I feel the changes we did make made a real difference.

There were many things, but these are 3 that spring to mind. Al Ain are a great club, really special, with a feeling about it not dissimilar to what I experienced at Liverpool and Manchester United, in terms of their standing within the country, passionate and expectant fans, and very high standards comparatively within the region.

You’ve spent a lot of time in the Middle East. How do you see football developing in places like Qatar and Saudi Arabia?

The growth has been dramatic, and it’s still very much going. When I first worked in Qatar, they were laying the foundations. Now you’re seeing the results: Asian titles for the first time in their history, world-class facilities, and a presence on the global stage. For a country with such a small population to be crowned Asian Champions two times over is testament to the investment made and infrastructure that has been built.

Club football is also developing and professionalizing across the Middle East, with my old club Al Ain now being Champions of Asia, which is nice to see.

Saudi Arabia is now the one pushing, huge ambition, strategy, investment, and a clear desire to be among the best. Global recognition is now being found, with the strong performance of Al Hilal in the FIFA Club World Cup being one example of this. Saudi Arabia has Vision 2030, an ambitious vision of what they are aiming to achieve as a country by that year, and also the World Cup in 2034. So I am sure they will keep pushing to drive standards forward and it will be very interesting to see the changes there over the next 5 to 10 years.

You’ve worked with top athletes across football and Olympic sports. What’s something they all seem to have in common?

Commitment.

Making sacrifices and doing the things that you don’t necessarily want to do but that will make you successful. Extra practice, recovery, meetings with support staff who can help you with injury prevention, nutrition, psychology, performance analysis, etc. Obsessiveness with being the best. Following positive lifestyle routines, effort and work rate, discipline, professionalism/preparation, setting high standards, all these types of things and more make up “commitment” for me.

And “commitment” is something I have seen in top players and athletes and a word that has continuously been a theme of the discussions I have had with world-class leaders, management, and staff over the years regarding what is required to be a successful footballer or athlete at the top level.

When clubs or owners come to you for help, what kinds of challenges do they usually bring, and how do you support them?

Although my consultancy is still young, I’ve already seen a familiar pattern: owners and investors typically excel in finance and operations but lack the deep sporting expertise needed to run a football club effectively.

That’s where I come in, to bridge the gap. Whether supporting a club acquisition or helping a board realign football operations, I provide a blend of sporting insight and strategic oversight. My approach includes:

  • Auditing football operations, departments, staff, squads, and structure
  • Evaluating the club’s football DNA, squad management and recruitment strategy, and leadership model
  • Advising on integration of sporting and financial goals through clear, realistic strategies
  • Helping build performance environments that support both short-term results and long-term growth
  • The goal is always the same: build sporting success that’s sustainable, aligned, and accountable. When the sporting side is properly structured and integrated with business aims, performance improves.

Looking ahead, what are your next goals or plans in football and beyond?

I’m focused on building my consultancy, supporting clubs, federations, and investors with integrated sporting-business advisory services.

In the future, I may return to a Sporting Director or Executive role at a club or federation, but not presently, as I am very much focused on the consultancy which is a different and enjoyable challenge.

Ultimately, I want to use my global experience to support organisations that want to improve and achieve success. Whether it’s a club trying to build the right culture, a federation rethinking its strategy, or an investor stepping into football for the first time, I’m passionate about bringing lasting impact and success by utilising my experience to help others achieve.

And beyond football? I think the leadership lessons from sport can benefit wider industries. I’d love to share more of that in time, through speaking or coaching and mentoring.

Schwangerschaft im Frauenfußball: Rechte, Vorbilder & globale Entwicklungen

By
Ersel Aybasti
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Pregnant woman in a white sweater and jeans gently holding her baby bump while sitting by a window.
Photo by Anastasiia Chepinska on Unsplash

Ein Thema rückt ins Rampenlicht, das lange übersehen wurde: Schwangerschaft im Profifußball. Immer mehr Spielerinnen und Trainerinnen entscheiden sich bewusst für eine Familie und immer mehr Ligen, Vereine und Verbände schaffen die Voraussetzungen, damit das möglich ist.

In diesem Artikel geht es darum, was sich aktuell weltweit verändert, welche Rechte gelten und welche Clubs und Ligen schon heute mutig vorangehen.

FIFA schafft klare Regeln für Spielerinnen seit 2021, für Trainerinnen seit 2024

Im Jahr 2021 führte die FIFA erstmals Schutzrechte für schwangere Spielerinnen ein. Diese wurden im Reglement zum Status und Transfer von Spielern (RSTP) unter Artikel 18quater verankert. Seit Juli 2024 gelten diese Schutzrechte nun auch für Trainerinnen. Damit sind beide Gruppen erstmals gleichgestellt – weltweit und verbindlich.

Die Regelungen setzen einen globalen Mindeststandard. Nationale Gesetze oder Tarifverträge mit besseren Bedingungen gelten weiterhin vorrangig.

Zentrale Punkte der FIFA-Regelung:

  • Mutterschaftsurlaub: 14 Wochen, mindestens 8 davon nach der Geburt. Zahlung: mindestens zwei Drittel des Gehalts.
  • Adoptions- und Familienurlaub: Bis zu 8 Wochen, auch für nicht-biologische Mütter.
  • Vertragssicherheit: Kündigungen wegen Schwangerschaft oder Elternzeit gelten als „ohne just cause“ – mit sportlichen und finanziellen Sanktionen für den Club.
  • Flexible Rückkehr: Spielerinnen und Trainerinnen entscheiden selbst, wann und wie sie zurückkehren. Clubs müssen medizinisch und organisatorisch unterstützen.
  • Stillzeit: Geeignete Stillräume müssen vorhanden sein. Gehaltseinbußen sind ausgeschlossen.
  • Menstruationsgesundheit: Bei Beschwerden kann mit Attest bezahlter medizinischer Urlaub genommen werden.

Diese Clubs und Ligen setzen Maßstäbe

Einige Vereine und Ligen setzen die FIFA-Vorgaben aktiv um und gehen darüber hinaus.
Sie schaffen langfristige Sicherheit und ein professionelles, familienfreundliches Umfeld.

USA: NWSL (National Women’s Soccer League)

Die NWSL war eine der ersten Ligen mit umfassenden Rechten: 6 Monate voll bezahlter
Mutterschutz, medizinische Versorgung, Rückkehrrecht, Kinderbetreuung und familiensensible Reiseplanung. Spielerinnen wie Sydney Leroux, Amy Rodriguez und
Jessica McDonald kehrten erfolgreich als Mütter zurück.

Australien: A-League Women

Bis zu 12 Monate Elternzeit, garantierte Rückkehr in den Beruf und Unterstützung über die
Spielergewerkschaft, sowohl für Spielerinnen als auch für Trainerinnen.

Norwegen: Toppserien

Die norwegische Liga ist aktuell das europäische Vorbild, wenn es um strukturelle Gleichstellung geht. Seit April 2025 gilt: Wird eine Spielerin oder Trainerin im letzten Vertragsjahr schwanger, verlängert sich ihr Vertrag automatisch um ein Jahr. Diese Regelung gilt verbindlich für alle Clubs der höchsten Spielklasse und wurde gemeinsam mit dem Verband entwickelt, ein starkes Beispiel für nachhaltige Systemveränderung.

Italien: AC Milan

AC Milan hat als einer der ersten Clubs in Europa eigene familienfreundliche Maßnahmen eingeführt. Dazu gehören die Vertragsverlängerung bei Schwangerschaft, medizinische Nachsorge, Kinderbetreuungszuschüsse und flexible Arbeitsmodelle, ein positives Beispiel für Clubverantwortung innerhalb eines noch nicht einheitlich geregelten Ligabetriebs. Deutschland: TSG Hoffenheim

Im Mai 2025 führte die TSG Hoffenheim als erster deutscher Profiverein eine neue Regelung ein: Wird eine Spielerin oder Trainerin während der Vertragslaufzeit schwanger, verlängert sich ihr Vertrag automatisch. Diese Maßnahme ist neu im deutschen Fußball und orientiert sich an internationalen Best-Practice-Beispielen.

Vorbilder, die Mut machen

  • Sara Björk Gunnarsdóttir gewann eine Klage gegen Olympique Lyon, nachdem ihr
    während der Schwangerschaft das Gehalt verweigert wurde – ein Grundsatzurteil mit
    weltweiter Wirkung.
  • Melanie Leupolz kehrte nach der Geburt ihres Sohnes zum FC Chelsea zurück, mit
    Unterstützung des Vereins und als Führungsspielerin auf dem Platz.
  • Alex Morgan, Amy Rodriguez und Sydney Leroux zeigen, dass Weltklasse und
    Mutterschaft sich nicht ausschließen.

Auch im Trainerbereich setzen Frauen Zeichen:

  • Imke Wübbenhorst (YB Bern) kehrte nach der Geburt ihres Kindes auf die Trainerbank zurück, unterstützt durch einen strukturierten Rückkehrplan.
  • Theresa Merk (SC Freiburg) spricht offen über ihre Rolle als Mutter und Cheftrainerin,
    ein Vorbild für viele.

Weitere Trainerinnen weltweit leben ähnliche Realitäten, auch wenn sie öffentlich (noch)
nicht darüber sprechen.

Was Spielerinnen und Trainerinnen wissen sollten

  • Wer im Profifußball arbeitet, hat klare Rechte, ob als Spielerin oder als Trainerin:
  • Anspruch auf 14 Wochen bezahlten Mutterschaftsurlaub (mind. 2/3 des Gehalts)
  • Kein Jobverlust oder Vertragsende aufgrund einer Schwangerschaft
  • Adoptionsurlaub und Familienzeit für nicht-biologische Mütter
  • Rückkehr zur Arbeit auf eigene Entscheidung mit medizinischer Unterstützung
  • Stillrecht inklusive geeigneter Räumlichkeiten und vollem Gehalt
  • Bezahlte Freistellung bei menstruationsbedingten Beschwerden mit ärztlichem Attest Bei Fragen helfen: Spielergewerkschaften, Landesverbände oder die FIFA direkt unter legal@fifa.org

Was Clubs und Ligen jetzt tun können

  • Verträge anpassen: Schutzklauseln und Rückkehrregelungen fest verankern
  • Infrastruktur schaffen: Stillräume, flexible Zeitmodelle, familienfreundliche Maßnahmen
  • Führungskräfte sensibilisieren: Schulungen für Trainer- und Managementteams
  • Ligaweite Standards etablieren: Einheitliche Lösungen wie in Norwegen oder den USA
    stärken die gesamte Struktur
  • Offen kommunizieren: Familienfreundlichkeit ist ein Wettbewerbsvorteil

Blick nach vorn: Wer zieht nach?

Die FIFA hat den rechtlichen Rahmen geschaffen. Einige Ligen und Clubs haben
gehandelt. Doch noch ist Familienfreundlichkeit im Fußball keine Selbstverständlichkeit.

Welche Vereine folgen dem Beispiel von Milan, Hoffenheim und der NWSL? Und welche
Liga wird als Nächstes verbindliche Standards schaffen, für alle Profifrauen, auf und
neben dem Platz?

Die Antwort auf diese Fragen wird mitentscheiden, wie zukunftsfähig der Fußball wirklich
ist.

Mistakes Footballers Make That Kill Commercial Deal Potential

By
Jamie Khan
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Empty chair under spotlight in dark room, symbolizing lost opportunities or public silence
Photo by Robin Jonathan Deutsch on Unsplash

In today’s football world, a player’s off-pitch presence is almost as important as their on-pitch performance, especially when it comes to attracting commercial deals. Whether it’s fashion partnerships, sponsorships, or ambassador roles, brands are more cautious than ever about who they associate with. While the right endorsement can elevate a player’s public image and earning power, the wrong move, or even a poorly judged tweet, can have the opposite effect.

There are countless examples of players who’ve had multi-million-pound endorsement deals fall through, not because of injury or form, but because of reputation. Bad press, controversy, and brand misalignment are silent killers of commercial opportunity, and they often come down to avoidable mistakes.

Mistake #1: Underestimating the Damage of Bad Publicity

In an age of instant headlines and social media virality, one misstep can quickly snowball into global coverage. Players who get caught up in scandals, whether legal trouble, relationship drama, or off-field behaviour, risk far more than a fine from their club. Brands don’t want their logos tied to controversy.

When negative press breaks, one of the first things to go is a brand deal. Sponsors have pulled out of campaigns due to leaked videos, inappropriate social media content, or damaging stories involving player conduct. In some extreme cases, brands have even issued public statements to distance themselves from a player to protect their own reputation.

It’s not always just about legality, it’s about perception. Racist remarks, sexist behaviour, or political affiliations can all trigger backlash and lead brands to quietly blacklist the player for future opportunities. When public trust erodes, so does commercial value.

Mistake #2: Saying Yes to Every Brand, Even When It Doesn’t Fit

Not all deals are good deals. And sometimes, the biggest mistake isn’t bad behaviour, it’s poor strategy.

A growing number of brands, especially in the luxury or high-performance space, are selective about who they work with. They want ambassadors who reflect their values, brand image, and customer base. If a player is plastered across every fast fashion brand, energy drink, and betting company campaign, they may no longer be seen as an aspirational figure in the eyes of a high-end label.

Luxury brands, in particular, look for consistency. A player who’s appeared in mass-market sponsorships might struggle to land a long-term deal with a heritage fashion house or prestige watch brand. The clash of brand values becomes a blocker. Even mid-range lifestyle brands are increasingly conscious of brand dilution and won’t want to work with someone who has “said yes to everything.”

Players and agents need to understand that brand association is cumulative, and that one wrong deal can push future opportunities off the table.

Mistake #3: Failing to Curate a Long-Term Commercial Strategy

Commercial success in football doesn’t happen by accident. It requires intentional choices, a strong sense of personal brand, and, crucially, a team around the player that can protect and grow their off-field presence. This is where agents and advisors play a key role.

The agent’s job isn’t just to bring in offers, it’s to protect the player’s long-term image. That means saying no to deals that don’t align, steering the player clear of unnecessary controversy, and planning campaigns that complement the player’s goals. It also means managing social media closely, avoiding impulsive posts, and understanding how a comment can be interpreted differently across global markets.

In the commercial world, consistency, control, and credibility are king. Without them, brands walk away.

What Smart Players and Agents Do Instead

Stay off the radar when it matters

Sometimes, the most valuable thing a player can do is nothing at all. In today’s media climate, where every clip can go viral in seconds, even a night out with friends can be spun into a headline. This is especially true during high-pressure periods like international breaks, injury layoffs, or when a player is under public scrutiny. Smart players know when to step back. They avoid unnecessary attention, whether that’s late-night clubbing videos, reactive social media posts, or being drawn into online debates. Staying silent, even when provoked, can prevent bigger problems. Silence isn’t weakness, it’s control. A single misstep during these windows can cost not only credibility, but millions in potential endorsements. For agents, this means actively advising players to think before they post, to keep private moments off public feeds, and to recognise that not everything needs a response.

Build a consistent public image

The most marketable players in football are not always the most talented, they’re the most recognisable. That doesn’t mean being famous for the sake of it. It means having a clear, consistent identity that brands and fans can understand. Some players lean into a sporty, clean-cut image. Others take a more fashion-forward or outspoken route. Whatever the lane is, the key is consistency. Jumping between contradictory messages, one week promoting a sustainable lifestyle, the next wearing fast fashion for cash, confuses the market and dilutes credibility. Smart agents work with players to craft a strong personal brand that reflects both their values and commercial goals. Over time, this builds a sense of trust and authenticity that brands want to align with.

Be selective with partnerships

Not every deal is worth taking. In fact, some can do more harm than good. Players who say yes to every offer often find themselves overexposed, underwhelming, and boxed out of bigger, more strategic opportunities. Brands, especially in premium categories, are paying close attention to who a player has worked with before. If a player is associated with five unrelated low-cost products, it becomes harder to position them as aspirational or high-value. The smartest commercial strategies focus on quality over quantity. A few well-chosen, long-term deals that make sense for the player’s audience, lifestyle, and ambitions can do far more for their image—and earning power, than dozens of one-off campaigns. Agents play a critical role here in filtering offers, protecting brand alignment, and negotiating deals that support the long game.

Work with a PR team

Commercial success isn’t just about exposure, it’s about managing it. Players who invest in proper public relations support are far better equipped to handle the attention that comes with fame. This includes media training, crisis communication planning, social media support, and a proactive approach to their digital footprint. A well-managed PR team can prevent issues before they arise and control narratives when something does go wrong. It’s no longer enough to rely on natural charm or a few good interviews. Modern footballers are public figures 24/7, and the public’s expectations are higher than ever. Agents should encourage players to build a team that includes professionals in media, comms, and digital presence, especially as brand partners are increasingly evaluating these areas before making a deal.

Think long-term, not just tournament-to-tournament

Commercial image should be treated like a second career, because in many ways, it is. Some of the most successful players have built brand empires that far outlast their playing days. That kind of longevity doesn’t happen by accident. It comes from planning, discipline, and knowing which short-term decisions could block long-term rewards. While tournaments like the World Cup or Euros offer major spikes in exposure, the most valuable commercial profiles are those that stay relevant year-round. This means being mindful of endorsements that might limit future options, building a media presence that tells a long-term story, and thinking beyond just what’s trending now. Agents and players who take this long view consistently unlock better deals, stronger partnerships, and more lasting career opportunities.

Final Takeaway: Reputation Is Currency in the Endorsement Game

While talent on the pitch gets players into the game, it’s discipline, strategy, and image management that keep them in demand commercially. Players who allow controversy, poor judgment, or misaligned partnerships to define their public image often find the phone stops ringing.

In today’s football landscape, where the line between athlete and influencer is increasingly blurred, one thing is clear: brand value is built on trust. And trust, once broken, is hard to repair.

Agents and players who understand this, and treat reputation like currency, are the ones who unlock the biggest commercial wins.

Quiet Negotiations: Ethical Strategies for Football Agents in Japan

By
Tom Aplin
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Businessman walking through a modern, arched tunnel with subdued lighting, symbolising discretion and focus in professional negotiations.
Photo by Alex Eckermann on Unsplash

Introduction

With Japanese players growing to become some of the most sought-after players in the world, it is undeniable that competition between agents to sign a young rising Japanese star is at the highest it has ever been. However, with increasing competition it is important for agents to understand and adapt to the culture, market and the overall ecosystem to effectively approach Japanese High Schools and Universities to strike a deal for one of their young talents.

The opportunity

Japan has a massive youth football system, with 3800+ high school teams and over 300 university club’s opportunities are there to be taken, however the importance for agents to step in ethically and professionally cannot be understated when dealing with High Schools and Universities. In addition, with many of Japan’s rising stars often blooming late a question remains: “Is agents intervenening earlier in the Japanese system work.” And “Does a Western mindset work in recruitment of Japanese players?”

Understanding the Philosophy: The importance of school

Players are raised in a system that looks beyond just football, every student understands the importance of being able to have a backup plan and staying humble. The goals are shared by both players and teachers as teams are often coached by teachers and not full-time professionals.

Having grown up in Japan, the importance of education had always come first and at times it felt like education was the only thing that mattered. Every student/player will understand the importance of education, with parents making sure that the discipline and academic balance is kept.

By an agent understanding the importance of education they can better present a vision for the player which includes a clear educational pathway such as Scholarships or dual-career programs abroad. This will help additionally, with building the trust between you and their family. It can reassure them of your intentions and the fact that you are providing their child with the best developmental pathway to success.

Hierarchy matters

Japanese schools run under a senpai-kõhai (senior-junior) hierarchy system. This system is also kept within their football teams. Therefore, agents must understand the bigger picture when approaching a young player. Having thorough research of the environment the player is working within and going through their ‘football hierarchy’ is vital to maintain respect and trust. This can be where the coaches start to play a vital role.

Coaches play a vital role

The school coach or head of football department often acts as a gatekeeper between players and the outside world. Coaches will have a feeling of responsibility to protect their players from guiding them down a route of distraction or being pulled away from education, as at the end of the day the player is working as a student in a school environment.

Key tournaments and the Ethics of timing

Key competitions are some of the most visible and important tournaments for players to showcase themselves on some of the biggest stages in Japan. Here are 2 of the most important tournaments:

  • High school – All Japan High School Soccer tournament – Televised nationally (10M+ Viewers) + 50,000 attendance
  • University – All Japan University Championship – Final step for many before attending Pro trials

These events may be some of the most important and significant sporting stages in japan, but it is important for agents to understand that they are school showcases with school teams competing.

Thus, approaching a player during or immediately after these events without school consent is seen as poaching and can result in blacklisting.

Understanding the circumstances with University players

For those players who decide to take the route of university many will be 21-22 years old and therefore legally an adult. This makes the situation for an agent slightly simpler.
Players will be more open to engaging directly with the agent, along with coach endorsement.

Leveraging the SDP system strategically

With many young players needing to gain professional experience, in order to make the strides necessary in their career, Japan allows talented school/university players to be able to play in the J. League under a system called the “Special Designated Player” program. This allows players to be able to play professional matches whilst still being registered with their school team.

Therefore, as an agent, being able to utilize the program effectively can be essential for attracting young players. The program can help make an agent more appealing, if they can primarily assist a young high school prospect into being registered under the SDP system. Even before any negotiation for pro contracts begin. This helps maximize the player’s development and support the balance between taking the risk of pursuing a profesional career and still having a backup plan in education and a school team to fall back on. This avoids any agents who may be pushing for a full pro contract, and a full transfer at too early of a stage in the player’s career.

Recognizing a different mindset and taking an adapted approach

Understanding that working in a unique market such as the Japanese market starts from recognizing the cultural differences and being adaptable. An aggressive and potentially overly promising and convincing style, which may work in Europe will not correlate over to the Japanese market. The importance of protecting the career of the player will always be the main priority, this means agents needing a long-term thinking. Simple aspects such as waiting until the right time to avoid disrupting any academic goals will be crucial in building real relationships. This makes the player feel that you are more like a mentor, not a deal maker and can start to build the trust needed.

Conclusion

To conclude, I hope my article has helped paint a bigger picture for you. By understanding the full eco system which surrounds a player (student), you can help to approach any situation with precision. Effectively increasing your chances of signing the player and avoiding any mishaps which could have simply been avoided through preparation for before hand.

Success comes not just from singing the right player, but from earning the trust of their entire ecosystem that they thrive in.

Who is Toni Bilandžić?

By
Enes Alan
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Toni Bilandžić holding a championship trophy on the football pitch, wearing a medal around his neck.
Toni Bilandžić celebrates a title win, showcasing his success and dedication in football.

Toni Bilandžić is a Croatian football recruitment specialist and Head of Recruitment and Scouting at FK Sarajevo, known for his structured approach to talent identification, squad-building strategy and using different scouting techniques for informed decisions. Born and raised in Osijek, Toni holds a Master’s degree in Economics and has worked across multiple European clubs in various scouting and analysis capacities, quickly building a reputation for combining technical insight with operational efficiency.

His journey began in video analysis at NK Osijek B, where he focused heavily on individual development and opponent scouting. He then joined Vålerenga IF in Norway, where he progressed from Technical Scout to Chief Scout. During his time there, he not only built data-backed scouting systems but also mentored aspiring analysts through internship programs, helping several secure full-time roles across Europe. His work involved detailed video and data analysis, squad planning, and direct communication with agents and club leadership.

In April 2024, Toni took on the role of Head of Recruitment and Scouting at FK Sarajevo, where he built the department from the ground up. He currently oversees all recruitment operations, scouting workflows, and player evaluations. Toni brings a modern, analytical lens to football recruitment, working closely with coaches and boards to align recruitment with club objectives. The first season was a big success with the club making noticeable growth in giving young players a chance, but also because the club won its first trophy after 3 seasons being trophyless.

Beyond club work, Toni has contributed written scouting reports and analysis for Total Football Analysis and served as a video scout for Vélez CF, showing his commitment to continuous learning and knowledge sharing. Fluent in Croatian and English, and currently expanding his language skills in French, Toni is part of a new generation of forward-thinking football professionals shaping the game through data, detail, and development.

Our Exclusive Interview with Toni Bilandžić

Who is Toni Bilandžić beyond football? How would you describe yourself outside your professional work?

I’d say I’m just an ordinary guy who enjoys spending time with my girlfriend, family, and friends. What makes me especially happy is gathering loved ones for a barbecue, something I really enjoy. Lately, I’ve been reading a lot of books, which didn’t interest me much during school, but I can read a lot when the topic is football or self-improvement.

You’ve built scouting departments from scratch and mentored scouts into full-time roles. What do you believe makes an effective modern scouting structure?

It’s been a good challenge, especially since I joined FK Sarajevo, as the club was handling most of its recruitment in a traditional way. What’s important is having a quality database and a platform where all reports and notes are stored in one place. That way, you can organize scouting effectively and access any report or information with just a few clicks, which is crucial given the volume of information we receive daily. It’s also essential that scouts have clear guidelines on how to report and understand the club’s expectations and their responsibilities.

When it comes to mentoring scouts, I’ve noticed in recent years that many internships are more focused on the club offering the internship than on the intern. An internship should serve as a valuable experience, helping aspiring scouts learn how to operate in a professional environment and receive consistent feedback, which is key to their development. What many clubs miss is providing that feedback. Interns often submit reports and input but rarely get value in return for the time they invest in watching games and creating reports. All the interns we had at Vålerenga can confirm that they were never pressured to watch a set number of matches or produce a specific number of reports. The more time they invested, the more time I invested in giving them meaningful feedback. I’m proud that many of them now work at clubs, either part-time or full-time.

Having worked in the Croatian, Bosnian and Norwegian football systems, how do you compare the recruitment cultures and player development approaches in each?

Recruitment cultures differ across countries. In Norway, there is a strong focus on signing young players with resale value, while also maintaining a high number of domestic players for quicker adaptation. For example, players from Africa often adapt well in Norway due to the country’s inclusive environment. In Croatia and Bosnia, what bothers me most is the tendency toward low-risk decisions. Clubs often prefer signing older players from other teams rather than giving chances to their own youth or bringing in promising young talent.

I see this as a cultural mindset. In the Balkans, people are very competitive and tend to choose players who can help win the next match over younger players who, with a bit of patience and development, could become key contributors within a few months. This is true across both top and bottom half teams. While there are exceptions, the general mentality is similar among clubs and fans. Many fans would rather welcome a well-known player past his prime and call it a “great move” than support an under-the-radar signing before the player even steps onto the pitch.

One thing I admire in Norway is the role of the transition or development coach, originally funded by the FA, where each club employs a coach dedicated solely to player development. This helps accelerate individual growth by focusing on specific weaknesses. At FK Sarajevo, we introduced a similar role, which allows us to target areas of improvement and better prepare players for senior football. When I was at Osijek B as an analyst, I worked closely with our most talented players through one-on-one video analysis and provided input to coaches on the specific skills those players needed to develop in training.

At FK Sarajevo, you’re leading the recruitment strategy and talent identification. What’s your approach to balancing data, video analysis, and live scouting in decision-making?

We use video analysis most of the time because it’s cost-effective and there is an abundance of footage available today. If you do detailed work and watch enough matches, you’ll rarely see something completely new by watching the player live. Still, seeing a player in person is useful when possible, as it helps confirm the full evaluation process before making a signing. When the opportunity arises, especially within our target market in the Balkans, we make an effort to watch players live.

We also scout in Africa and last year visited five countries in West Africa, attending eight different scouting tournaments. I broke into football through data storytelling, as I’ve always been able to interpret numbers in a way that makes sense even to those who aren’t data-oriented. I’ve never used data as an exclusive tool. Instead, we use it as a first filter to identify interesting players in certain leagues. From there, we monitor them more closely through video, and finally, we use data to support the decision-making process. It gives us valuable context, but it’s never the sole factor in whether we sign a player.

You’ve used platforms like Wyscout, MetricaPlay, and Tableau extensively. How important is technology and data literacy for today’s scouting professionals?

It’s just part of my journey. In my current role, I mostly use Wyscout, but in previous positions, I had to be familiar with various tools for analysis, data visualization, or creating video reports. These tools are essential for working efficiently. Football is a fast-paced and often chaotic environment, where things can change quickly, and you may be asked by a sporting director or head coach to deliver something on short notice. These tools help you stay sharp and respond quickly.

I remember my time at Total Football Analysis, where I spent hours building dashboards to visualize player data profiles or identify interesting players using scatter plots. Nowadays, I mostly use those tools for squad depth planning. I have templates saved and simply update the inputs based on any changes that occur.

Looking ahead, what are your long-term goals in football, and how do you see the role of recruitment evolving in the next decade?

Since I recently agreed with the club to expand my role and take on assistant sporting director duties, I’m now focused on developing myself further with the goal of becoming a sporting director in the future. There is still plenty of room for me to grow, and I’m committed to improving every day to eventually reach that position. Recruitment needs to evolve significantly, especially with more clubs now using AI platforms to support their scouting processes. I hope smaller clubs also begin to realize that staying competitive with wealthier teams requires proactive thinking and a willingness to embrace modern approaches by hiring ambitious and knowledgeable professionals.

Liderar con claridad: Comunicación efectiva de la Junta Directiva en el fútbol

By
Alejandro Varela Moreno
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Four people in a modern glass-walled meeting room engaged in discussion around a conference table, with a cityscape visible through large windows.
Photo by Rodeo Project Management Software on Unsplash

Un club de fútbol es mucho más que un equipo en el campo: es una organización compleja con múltiples actores, cada uno desempeñando un papel crucial en su éxito. La Junta Directiva tiene la responsabilidad de definir el rumbo del club, tomar decisiones clave y garantizar su estabilidad a largo plazo. Sin embargo, una estrategia bien definida solo es efectiva si se comunica de manera clara y constante a todos los involucrados.

Una comunicación sólida desde la Junta hacia los jugadores, el cuerpo técnico, los empleados, los aficionados, los medios de comunicación y los organismos rectores es esencial para generar confianza, alinear expectativas y fomentar una cultura de transparencia. Estas son las razones por las que una comunicación efectiva desde la directiva marca la diferencia.

Jugadores y Cuerpo Técnico: Claridad en la Visión y Expectativas

Las decisiones estratégicas de la Junta afectan directamente el rendimiento deportivo del equipo. Ya sea en la inversión en fichajes, la contratación de un nuevo entrenador o el establecimiento de objetivos a largo plazo, el equipo necesita claridad sobre la visión del club.

  • Alineación con los objetivos deportivos: Jugadores y entrenadores rinden mejor cuando comprenden las ambiciones del club, ya sea ganar títulos, desarrollar jóvenes talentos o fortalecer la sostenibilidad financiera.
  • Seguridad laboral y motivación: La falta de comunicación sobre el futuro del equipo, renovaciones de contratos o cambios en la dirección técnica puede generar incertidumbre y distracciones. Mantener al equipo informado fomenta estabilidad y enfoque.

Empleados del Club: Compromiso del Front-Office para la Excelencia Operativa

Desde el área de marketing y finanzas hasta la venta de entradas y la logística, los empleados del club aseguran el buen funcionamiento diario. Sin una comunicación clara desde la Junta, pueden surgir ineficiencias y falta de alineación.

  • Un mensaje unificado: Los empleados deben comprender los objetivos y valores del club para representarlos correctamente en su trabajo.
  • Empoderamiento a través de la información: Cuando los empleados se sienten informados sobre decisiones clave, pueden anticiparse a los desafíos, trabajar proactivamente y contribuir al éxito del club.

Aficionados: Construyendo Confianza y Fortaleciendo la Lealtad

Los aficionados son el alma de cualquier club. Su pasión impulsa al equipo y su lealtad sostiene la institución. La forma en que la Junta se comunica con ellos influye directamente en su compromiso y confianza.

  • Transparencia y honestidad: Los seguidores quieren sentirse conectados con su club. Comunicar de manera abierta sobre la salud financiera, la política de fichajes o el desarrollo del estadio genera confianza y evita especulaciones.
  • Gestión de crisis: Cuando los resultados no son los esperados o se toman decisiones difíciles, una comunicación proactiva evita que la frustración se transforme en desconexión o protestas.
  • Conexión emocional: Más allá de los comunicados oficiales, el storytelling y la interacción directa a través de redes sociales, conferencias de prensa y foros de aficionados ayudan a mantener un vínculo sólido entre el club y su hinchada.

Medios de Comunicación: Construyendo una Imagen Positiva

Los medios de comunicación desempeñan un papel clave en la percepción pública del club. La Junta debe gestionar su relación con los periodistas de manera estratégica para garantizar una cobertura precisa y evitar polémicas innecesarias.

  • Control del mensaje: Proporcionar información clara y oportuna a través de canales oficiales ayuda a evitar rumores y desinformación.
  • Accesibilidad y profesionalismo: Mantener una relación abierta y profesional con la prensa garantiza que la historia del club se cuente de manera justa y precisa.

Organismos Rectores y Patrocinadores: Fortaleciendo las Relaciones Institucionales

Los clubes de fútbol operan dentro de un ecosistema más amplio que incluye ligas, federaciones y socios comerciales. La forma en que la Junta se comunica con estas entidades puede influir en oportunidades financieras, cumplimiento normativo y credibilidad general.

  • Profesionalismo en las negociaciones: Los patrocinadores invierten en clubes con una visión sólida y bien comunicada. Explicar claramente los objetivos a largo plazo y los valores de marca ayuda a atraer y retener socios comerciales.
  • Cumplimiento regulatorio: Una comunicación transparente con los organismos rectores garantiza que el club opere dentro de las normativas y evite sanciones innecesarias.

Conclusión: La Comunicación como Herramienta de Liderazgo

La Junta Directiva de un club de fútbol no solo toma decisiones, sino que también lidera a través de la comunicación. Una interacción efectiva con jugadores, empleados, aficionados, medios de comunicación y socios institucionales fomenta confianza, estabilidad y éxito a largo plazo.

Al priorizar la transparencia, la coherencia y la apertura, la Junta puede crear una cultura unificada en la que todos, desde el vestuario hasta las gradas, se sientan informados, comprometidos y conectados con el futuro del club.

Un club que comunica bien es un club que gana, dentro y fuera del campo.

F.C. Como Women and Nike Launch the 2025/26 Kits in “The Next Wave” Campaign

By
The Football Week
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F.C. Como Women players model the new 2025/26 Nike kits during “The Next Wave” campaign photoshoot on the shores of Lake Como.
F.C. Como Women unveil their 2025/26 Nike home and away kits as part of “The Next Wave” campaign, shot against the iconic backdrop of Lake Como.

Independent spirit, timeless design, and a bold vision for the future of women’s football.

One year after embarking on a historic partnership, F.C. Como Women and Nike unveil the new Home and Away kits for the 2025/26 season, featured at the heart of The Next Wave campaign, shot against the iconic scenery of Lake Como.

The official on-field debut will take place on August 14, in the match against Juventus at Milan’s Arena Civica, as part of The Women’s Cup.

Como, August 13, 2025 – Exactly twelve months after joining forces with Nike, F.C. Como Women proudly reveal their official kits for the 2025/26 season. The unveiling is part of The Next Wave, a visual and narrative campaign that reflects the club’s identity: ambitious, independent, rooted in local heritage, and united by a shared vision.

Filmed along the shores of Lake Como, the campaign is more than a kit launch—it’s a statement of intent. F.C. Como Women is an ever-growing wave, propelled daily by the women & men who make the club possible—both on and off the pitch.

An Elegant Design. A Bold Vision.

The new jerseys feature a refined pattern of vertical black and white stripes, available in both Home and Away versions. The design is timeless yet forward-looking—rooted in football tradition while embracing the future.

Created by Nike, the kits combine high-quality technical materials, clean lines, and chromatic harmony. The result is a look that embodies the club’s modern, liberated, and independent identity.

“We are not anyone’s women’s team. We are F.C. Como Women. And this jersey tells our story.” – Nadine Nischler, midfielder and campaign star.

Free. Independent. Unique.

F.C. Como Women is among the very few truly independent women’s clubs in Europe. Not affiliated with any men’s team, the club has built a unique culture grounded in empowerment, innovation, and self-reliance.

“This is a club that does not live in the shadow of men.” – Alexandra Chidiac, midfielder and Australian national player.

The campaign features Nischler and Chidiac, as well as captain Giulia Rizzon, Katja Schroffenegger, Ramona Petzelberger, Astrid Gilardi, Liucija Vaitukaitytė, and Zara Kramzar—alongside Academy players, fans, collaborators, and long-standing community members. Together, they represent The Next Wave: a new generation of athletes, professionals, and supporters rewriting women’s football in Italy.

F.C. Como Women players sit at café tables covered with football stickers during The Next Wave campaign shoot, with trophies and desserts displayed in the background.
The Next Wave campaign, celebrating the club’s new 2025/26 kits in partnership with Nike.

A Growing Partnership

The collaboration with Nike, announced in 2024, marked a milestone for the club. Backed by Mercury 13 — the pioneering multi-club ownership group dedicated to women’s football — F.C. Como Women continues its long-term growth with ambition and strategic vision.

“This alliance is not just a technical agreement: it’s the sharing of a vision. Through the The Next Wave campaign, we celebrate a new generation of athletes, professionals, and supporters who are rewriting women’s football. Together with Nike, we aim to build a different model: one that is more independent, inclusive, and capable of inspiring real change, on and off the field.” – Nicola Verdun, CEO of F.C. Como Women.

The International Debut

The first official match in the new kits will take place on August 14, 2025, at 6:00 PM CET, during the prestigious The Women’s Cup at Milan’s historic Arena Civica, against Juventus. Known for its innovative format and global visibility, the tournament will mark the debut of the club’s refreshed visual identity.

The official kits will be available starting August 13, 2025, at select Nike stores (Nike Corso Vittorio Emanuele and Nike Arese) and online at www.comowomen.com.

F.C. Como Women players wearing the 2025/26 Home kit during a promotional shoot for The Next Wave campaign.
F.C. Como Women unveil their 2025/26 Home kit as part of The Next Wave campaign with Nike.

Behind the Scenes of The Next Wave Campaign

The campaign’s creative concept merges football, fashion, and contemporary culture. Filming locations highlight rarely seen corners of Lake Como—from Villa Pizzo in Cernobbio to the historic Luisita café—reinforcing the deep connection between the club and its region.

Players featured in the campaign: Giulia Rizzon, Nadine Nischler, Alexandra Chidiac, Ramona Petzelberger, Katja Schroffenegger, Astrid Gilardi, Liucija Vaitukaitytė, Zara Kramzar.

Three F.C. Como Women youth players wearing the 2025/26 Home kit sit in front of a stone statue during The Next Wave campaign shoot.
Youth players showcase the new 2025/26 Home kit in The Next Wave campaign with Nike.

Media Contact
Alejandra S Depalma
CCO / Mercury 13
press@mercury13.com

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