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Inside FC Tokyo: Philosophy and Ambitions

By
Halil Bastuglu
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FC Tokyo

We extend our sincere gratitude to Jiro Kitahara for opening the doors of FC Tokyo to us and providing valuable insights into the club’s strategies, challenges, and ambitions for the future. As both the Method Director and Head of International Sporting Strategy, Jiro plays a pivotal role in shaping the club’s philosophy and global outreach.

Leadership and Strategic Direction

At the helm of FC Tokyo’s football strategy is Jiro Kitahara, who holds dual responsibilities: as Method Director, he oversees the strategic management of the club’s football philosophy, while as Head of International Sporting Strategy, he leads efforts to globalize FC Tokyo’s presence. These roles ensure that FC Tokyo not only excels domestically but also expands its influence internationally.

“The key to our success lies in a clear and consistent football methodology,” Jiro explains. “By developing and refining our game model, we ensure that every player and coach understands their role within our system.”

The club’s challenge is divided into two core areas: football methodology and international sporting relations. The football methodology sector focuses on developing and updating the club’s game model, monitoring performance, and maintaining a structured philosophical framework. Meanwhile, the international strategy department is responsible for global collaborations, talent scouting, and fostering partnerships with foreign clubs.

Competitive Strategies in the J.League

To remain competitive in the J.League, FC Tokyo has implemented a three-pronged approach:

  1. Leveraging Tokyo’s Unique Advantages: With one of the world’s largest metropolitan populations, the club focuses on a strong academy system to ensure long-term sustainability and first-team development. Squad management is optimized for efficiency, balancing competitiveness with financial constraints.
  2. Investment in Youth Development: The club places significant emphasis on match experience and overseas exposure for young players, enhancing their growth through advanced coaching staff, modern training facilities, and structured development programs.
  3. Football Philosophy-Driven Approach: Scouting, training, and coaching at FC Tokyo align with a well-defined game model, ensuring consistency across all levels.

“Our focus is on sustainable success,” Jiro emphasizes. “By investing in our academy and ensuring a seamless transition for young talents into the first team, we create a long-term model of competitiveness.”

The Role of Tokyo in Club Identity

FC Tokyo benefits from strong governmental support, which aids in community engagement and educational initiatives. The club actively contributes to grassroots football by promoting educational programs and inspiring young athletes. This local involvement solidifies FC Tokyo’s identity as a pillar of the Tokyo sports scene.

“Tokyo is more than just our home—it’s an essential part of our identity,” says Jiro. “We strive to represent the city in everything we do, from our playing style to our engagement with the community.”

Global Partnerships and Talent Development

FC Tokyo has established partnerships with international clubs, including Sint-Truiden, Benfica, and Legia Warsaw. These collaborations serve multiple purposes:

  • Generating transfer revenue by developing and exporting talent.
  • Creating international pathways for young professional players.
  • Facilitating coaching and scouting exchanges to enhance first team and academy growth.

Such global ties ensure that FC Tokyo remains at the forefront of football development, integrating European methodologies into its player education programs.

“Globalization is an important pillar for FC Tokyo,” Jiro states. “By strengthening our partnerships and creating pathways for our players, we are opening doors to new opportunities that will elevate the club.”

The J.League’s Global Standing

The J.League boasts a high level of technical ability and tactical diversity, historically influenced by Brazilian football philosophy. However, despite its strong organization and competitive balance, the league faces challenges in global brand awareness. Limited broadcasting revenue and fewer European connections restrict international exposure, but ongoing efforts to market the league and participate in global tournaments aim to change this perception.

“We have the quality to compete on the international stage,” Jiro says. “Now, it’s about increasing visibility and ensuring that the world recognizes what Japanese football has to offer.”

Overcoming Challenges and Embracing Opportunities

One of FC Tokyo’s primary challenges is maintaining squad consistency. Many of Japan’s top talents move to Europe, making it difficult to sustain a competitive roster. To counter this, the club focuses on increasing transfer revenue and reinvesting in top-quality signings while deepening its academy pool to ensure replacements are always available.

Looking ahead, FC Tokyo sees opportunities in aligning its season calendar with the European system (autumn-spring), which could improve player fitness avoiding summer’s game, attract European professional players and staff, and increase the league’s overall competitiveness. Clubs with strong European ties will likely benefit the most from this shift.

“A calendar shift would help us better integrate with the global football market,” Jiro notes. “It would allow our players to transition more smoothly to European leagues and enhance the overall competitiveness of Japanese football.”

The Future of FC Tokyo

FC Tokyo’s long-term ambition is to become the defining club of Japanese football, a team that represents the global image of Tokyo. By 2030, the club envisions itself as a consistent title contender in the J.League, a regular participant in the AFC Champions League, and a leading institution for player development, producing talents who reach both European leagues and the Japanese national team.

“Our goal is clear—we want FC Tokyo to be recognized as a powerhouse, both domestically and internationally,” Jiro states. “Through our structured philosophy, international engagement, and investment in young talent, we are building a future that will sustain long-term success.”

Conclusion

FC Tokyo is not just aiming for domestic success; it is striving to become a global football powerhouse. Through its structured football philosophy, strategic international partnerships, and deep investment in youth development, the club is positioning itself as a model of sustainability and competitiveness in Asia. With a clear vision and strong leadership from Jiro Kitahara, FC Tokyo is set to redefine its role in Japanese and international football over the coming decade.

 

Who is Georgios Berneanou?

By
Enes Alan
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Georgios Berneanou

Georgios Berneanou is a seasoned goalkeeping coach with a diverse international background, having contributed to football development across Europe and the United States. His career reflects a commitment to integrating traditional Eastern European methodologies with modern training techniques.​

Early Life and Influences

Born on August 29, 1984, in Thessaloniki, Greece, Berneanou was immersed in football from an early age. His father, a former Romanian national team player and coach, and his brother, a professional footballer in Greece, provided a rich footballing environment. This familial influence sparked his early interest in goalkeeping and coaching.​

Coaching Career

Berneanou began his coaching journey in the United States, working with youth academies such as River Region Rapids in Alabama and Tottenham Hotspur FC Tallahassee in Florida. These roles allowed him to gain valuable experience in youth development and coaching methodologies.​

Returning to Europe, he took on roles with several Greek clubs, including FC Episkopi, FC Kissamikos, and FC Platanias, competing in Greece’s Football League and Super League. In 2015, he founded the “4 Goalkeepers Academy,” focusing on specialized training and hosting annual camps to nurture goalkeeping talent.​

Berneanou’s expertise led him to England, where he continued his UEFA education and served as the head of goalkeeping for Barnet FC, overseeing both men’s and women’s professional goalkeepers and the academy department.​

In August 2019, he joined FC Viktoria Köln in Germany’s 3. Liga as the head goalkeeping coach. His tenure there emphasized the integration of English realism with German precision in training. As of 2024, he is contracted with FC Erzgebirge Aue, continuing his role in developing goalkeeping talent. ​

Coaching Philosophy

Berneanou’s coaching philosophy centers on adaptability and the holistic development of goalkeepers. He emphasizes realistic training scenarios, attention to detail, and the flexibility to tailor coaching to individual needs. His approach combines traditional techniques with modern insights to enhance performance.​

Publications and Contributions

In addition to his coaching roles, Berneanou authored “Football Goalkeeper Integration,” a practical manual aimed at helping coaches incorporate goalkeepers effectively into team training sessions. The book reflects his commitment to advancing coaching methodologies and sharing knowledge within the football community.

He also runs a dedicated YouTube channel (4 Goalkeepers) where he shares insights, training clips, and educational content for aspiring goalkeepers and coaches. His book is available on Amazon, offering a structured, field-tested approach to goalkeeper integration.

Our Exclusive Interview with Georgios Berneanou

Can you recall your first encounters with football and how they sparked your interest in the sport?

I was born into football.

My father was a professional football player that transitioned to coaching soon after. My brother and I were doing football drills in our playtime with dad. He always analyzed football games, idolized players and gave us an insight on tactics, skills and game play. He would ask questions and encourage critical thinking, opinion and ideas. My brother was a football star who reached national team level and I was looking up to him, following his career with admiration and aspiration. But I was interested in performance and development. So the subject of coaching has always been my primary interest. I was attracted to intelligence rather than skills in players, and I prefer a good defense over an impressive goal.

Which moments from your early life do you think were most instrumental in forming your current mindset and principles?

My current and principles are: professionalism, respect and personal growth. Thinking back my father was the first role model of strict professionalism and the value of respect was primary in my family and my upbringing. Growth was an acquired mindset from my early FA licensing all the way through to the UEFA A outfield and Goalkeeping certification. Alongside the official learning path of a coach I have sought growth in areas that I felt were underdeveloped or overlooked with regards to the goalkeeper role, training and performance.

Was there a specific turning point or person that inspired you to pursue a professional career in football?

I was fortunate to grow up in professional football so a professional coaching career was a natural consequence. I can clearly remember the 1994 World Cup. Although just 10 years old, I was able to understand the tactics, critically apprise the teams and not just watch as a fan. All my life I continued to analyze football and be inspired by moments of grandeur and awesome performances.

How did the challenges you faced during your youth shape your perspective and approach to leadership?

One of the greatest challenges in my entire career has been the undervalued perception of the position of the goalkeeper. In recent years the goalkeeper has gained significance and the position has become a lot more demanding in performance. Early on I was inspired by the benefits of integrating the goalkeeper in the team training. The fruit of that inspiration is my book, Football Goalkeeper Integration, that offers a practical manual for coaches on how to effectively include the goalkeeper in the team drills with intent and functionality.

Who has had the biggest impact on your football development, and what lasting advice or guidance did they offer?

I think the biggest impact on me as a Goalkeeper coach was the UEFA A outfield certification. I believe that in order to effectively and innovatively train the goalkeeper your knowledge must include team tactics, methodology and skills. So studying the outfield coaching methods offered me the understanding necessary to grow as a goalkeeper coach beyond the beaten path.

How do you strike a balance between the intense schedule of coaching and maintaining your personal life?

Football is exciting and often times employment in football feels less like a job and more as a passion. In the past, there was time in the day I didn’t do something related to it. A Healthy life balance, however, requires time allocation to other important things as well, such as family, entertainment and well-being. For this reason, I try every day to have quality breaks for all of the above and the that keeps my focus and enthusiasm on my great passion: football.

What hobbies or routines outside of football help you stay grounded and refreshed?

I am all about personal development. That’s why I dedicate time to yoga, working out, meditation, other sports, and lately cooking. These activities help me relax, stay focused on my goals, and improve at the same time. I also enjoy football matches as a spectator for fun, not work, but I do not always success in keeping the coach out of that.

If football wasn’t an option, what alternative path do you believe you would have followed?

As can be seen from my previous answers, it would have been difficult for me not to have a professional career in football. However, if this option did not exist, surely I would have been inspired to work with people and their improvement through guidance and training. I feel fortunate and blessed that I was able to combine both of these passions in my life as a professional football coach.

The Price of Image: Why Some Brands Pay a Premium for Football Endorsements

By
Jamie Khan
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Photo by at on Unsplash

As we have discussed, in modern football, a player’s influence stretches far beyond what they do on the pitch. Social media has turned top players into global marketing machines. Some have bigger online followings than the clubs they play for. Their posts reach millions instantly, across every continent. This kind of exposure is incredibly valuable for brands, especially those looking to tap into young, engaged, international audiences.

As a result, elite players are courted by all kinds of companies. But not all endorsement deals are created equal. Some industries are a natural fit for footballers: performance gear, hydration products, health supplements, or recovery tech. Others face more resistance. Gambling companies, alcohol brands, and fast food chains are still eager to work with players, but the conversations start very differently. These brands often need to pay a significant premium to get in the room.

‘Embarrassment Tax’

This extra cost is sometimes referred to by agents and marketers as the “embarrassment tax.” It’s not an official term, but it captures the reality well. When a footballer agrees to promote a betting app or a fast food chain, they are associating their image with something that doesn’t align with how they live, or how their audience expects them to live. These industries are often seen as unhealthy, irresponsible, or out of step with elite performance culture. So the brand has to compensate for that tension.

For example, a sportswear brand like Nike or Adidas can offer a deal built around performance and excellence. The player doesn’t need to explain it. The partnership makes sense on its own. The same goes for companies like WHOOP, Gatorade, or Gymshark. These are brands that speak directly to the athlete’s lifestyle. They support recovery, nutrition, training, or personal development. When a player posts about these products, it feels authentic. Fans trust it.

That’s not the case with fast food, alcohol, or gambling. Even if the player personally enjoys the product, the public messaging becomes much harder to control. The media scrutiny is sharper. Parents and younger fans may feel disappointed. Some sponsors may even back away from a player who appears too closely linked to vice industries.

Because of this, when brands from these categories want a deal, they often have to offer two to three times the typical endorsement rate. It’s not just about securing visibility. It’s about buying permission to sit next to someone whose reputation could be damaged by the association. It’s also about making the player feel the risk is worth taking.

In simple terms: if a partnership doesn’t align with how a player trains, eats, or presents themselves publicly, the price to make it happen goes up. And that price is not just financial, it’s reputational too.

The Role Model Dilemma

Footballers operate in a unique space where their responsibilities stretch beyond performance. They are not only judged by how they train or play, but also by how they behave off the pitch, what they say in interviews, and what products they endorse. Whether they like it or not, footballers are role models, especially to younger fans who mimic their behaviour and idolise them.

This creates a constant balancing act when it comes to commercial deals. Promoting a hydration drink, recovery app, or protein supplement reinforces the disciplined lifestyle required at the top level. These choices feel responsible. They align with what parents want their kids to see and with the values clubs and leagues try to promote.

On the other hand, associating with brands that sell gambling, fast food, alcohol, or even controversial fashion items can raise uncomfortable questions. Is this something a professional athlete would actually use? Is it setting the right example? These questions are amplified for players who hold captaincies, represent national teams, or have foundations focused on youth or community work.

From the player’s side, it often comes down to weighing short-term gain against long-term brand equity. A lucrative one-off campaign might make financial sense in the moment, but what’s the cost to credibility? Could it affect future partnerships? Could it alienate part of their fanbase? In an era where players increasingly think like entrepreneurs, many are starting to see their personal image as a long-term asset, something to protect, not just monetise.

Endorsing the wrong product might not just bring online criticism. It could damage trust. And in the age of social media, trust is everything.

Real-World Examples

Wayne Rooney provides a sharp example of the changing tone around commercial deals. Early in his career, he had major mainstream sponsors like Coca-Cola. But after off-field issues and a dip in public perception, those partnerships fell away. Coca-Cola dropped him in 2011 following personal controversies. In the years that followed, Rooney signed with 32Red, a gambling sponsor, during his spell at Derby County. The deal reportedly included the player wearing the number 32 shirt, drawing attention to the brand every time he played. It was a clever marketing play, but also a clear shift in the type of deals available to him as his image changed.

Jack Grealish, now one of England’s most visible football stars, represents the new generation of marketable athletes. His £1 million Gucci deal in 2022 showed his appeal in the fashion and lifestyle space. But later, his campaign with McDonald’s stirred up debate. For a player celebrated for his fitness, physique, and peak performance, promoting fast food seemed off-brand to some. It didn’t stop the campaign, but it did create noise, proof that even charismatic players can’t endorse anything without scrutiny. Still, the financial reward and national reach likely made the deal hard to turn down.

Cristiano Ronaldo gave perhaps the most visible statement on athlete-brand alignment in recent memory. During a Euro 2020 press conference, he removed two Coca-Cola bottles from the table in front of him and lifted a bottle of water instead, saying “Agua!”. The gesture was subtle but symbolic. It aligned perfectly with Ronaldo’s reputation for clean living and body optimisation. The fallout was immediate—Coca-Cola’s market value reportedly dropped by $4 billion. More importantly, it reinforced how seriously athletes like Ronaldo take brand image. He has built his commercial empire on fitness, luxury, tech, and performance, avoiding the so-called “embarrassment tax” altogether.

Ronaldo’s move wasn’t just about health, it was a business signal. By refusing to endorse something that didn’t match his personal brand, he preserved long-term value and set a precedent. That kind of thinking is now becoming the norm among football’s top earners.

Pros and Cons: From the Player’s View

Pros

High financial upside

Controversial or off-brand categories tend to offer the biggest cheques. Gambling companies, alcohol brands, and fast food giants often operate with massive marketing budgets and fewer restrictions on what they can pay for talent. These deals can be worth double or even triple what a sportswear or fitness brand might offer, particularly for a short-term campaign or one-off activation. For players not on top-tier wages or in the later stages of their careers, this kind of money can be a game-changer.

Broader market reach

Partnering with brands outside of the sports or fitness ecosystem can help a player reach new demographics. A fast food campaign might introduce them to mainstream TV viewers, casual fans, or family audiences. A nightlife or fashion collab could boost their relevance with older consumers or audiences who follow culture more than football. These deals can serve as entry points into lifestyle branding, entertainment, or even post-football opportunities.

Diversification of image

For players looking to position themselves as more than athletes, especially those eyeing music, fashion, media, or business ventures, controversial deals can help reshape public perception. A calculated partnership can signal boldness, personality, or individuality, especially if managed correctly and balanced with more traditional campaigns.

Cons

Reputation risk

A poorly judged endorsement can quickly become a PR headache. Once a player is publicly associated with a controversial brand, it’s hard to walk it back. Fans remember, the media amplify it, and screenshots live forever. One wrong move can cut through months or even years of careful brand-building, particularly if the product being pushed contradicts the values the player is known for.

Audience backlash

Younger fans and parents are often sensitive to who their kids look up to. A player promoting a gambling app, for example, might receive direct criticism not just online but at matches or community appearances. Fans want authenticity and consistency, if a player trains hard, eats well, and talks about discipline, then promotes late-night takeaway food or beer, the disconnect is obvious.

Loss of future opportunities

Endorsing one controversial brand can quietly close doors with others. Family-friendly sponsors, tech companies, or high-end lifestyle brands may avoid players who have previously worked with alcohol or betting firms. Even if those partnerships are profitable in the short term, they can block access to longer, more valuable brand relationships in the future. Clean brands want clean reputations, and some won’t risk the association.

Club and sponsor tensions

It’s not just fans and media who care. Some clubs have commercial guidelines or internal policies that frown upon or restrict certain endorsements. Players have to consider how a deal might sit with their team’s main sponsors, especially if there’s potential for brand conflict or moral misalignment.

Conclusion

Endorsements today are no longer just about cashing in, they’re about building something bigger. Players are now thinking like brands themselves. Every deal they sign and every product they promote shapes how they are seen not just now, but long after their playing days are over.

This is why many players and their agents are far more selective. They understand that not all visibility is good visibility, a3d not every offer is worth the money. For brands in controversial or “off-brand” categories, the cost of entry is high because the risk is higher. These companies aren’t just paying for reach, they’re paying to rent credibility.

For the player, it comes down to clarity. What do they stand for? What do they want to be known for? The most successful commercial careers are built when those answers are clear, and every deal reflects them.

Football Agent Regulation in Brazil: FFAR, National Law, and the Legal Battle with CBF

By
Joao Filipe de Sa
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Photo by Gustavo Juliette on Unsplash
A Brief History of Football Agent Regulation in Brazil

The regulation of the football agent profession in Brazil has long been characterized by provisional measures and informality. Following the abolition of the “FIFA Agent” designation in 2015, the industry was left largely unregulated. To fill this gap, the Brazilian Football Confederation (CBF) implemented its own registration system with minimal requirements—moral integrity, a clean criminal record, and the submission of liability insurance coverage.

However, this system was fragile and allowed for a fragmented and often uncontrolled practice. In 2023, with the implementation of the FIFA Football Agent Regulations (FFAR), FIFA required all national federations to adopt regulations consistent with its global standards. In response, the CBF enacted its National Football Agent Regulations (RNAF), aligned with the FFAR.

However, this system was fragile and allowed for a fragmented and often uncontrolled practice. In 2023, with the implementation of the FIFA Football Agent Regulations (FFAR), FIFA required all national federations to adopt regulations consistent with its global standards. In response, the CBF enacted its National Football Agent Regulations (RNAF), aligned with the FFAR.

Simultaneously, Brazil enacted the new General Sports Law (Federal Law No. 14.597/2023), which formally recognized the career of the sports agent. However, it did so without fully incorporating FFAR criteria, which left room for civil service agreements—particularly legal service contracts—to be used as a workaround to regulatory requirements, a practice that had already become widespread in Brazil.

The Sports Agent under Brazil’s General Sports Law

Article 95 of the General Sports Law defines the sports agent as a natural or legal person engaged in the intermediation of sports contracts and the management of athletes’ careers. According to §2 of that article, this activity is subject to the rules established by sports governing bodies and the international legislation of their respective federations.

This statutory provision explicitly recognizes the CBF’s regulatory authority over football agents, thereby granting legitimacy to its National Agent Regulations, developed in line with the FFAR.

The Legal Exception

An important exception is introduced in §1 of Article 95, which allows first-degree relatives, spouses, and lawyers of an athlete—if expressly authorized—to act as intermediaries or career managers without holding a license from either the national governing body or the international federation.

This legal carve-out creates a formal exception to licensing requirements and can be interpreted as a protective measure for athletes, particularly at the early stages of their careers.

The Lawsuit Filed by ABAF (Case No. 0838927-49.2023.8.19.0209)

The Brazilian Association of Football Agents (ABAF) filed a lawsuit against the CBF and FIFA challenging the validity and enforceability of the RNAF and FFAR.

ABAF argues that these regulations impose excessive restrictions on professional freedom and entrepreneurial initiative, thereby violating constitutional principles and infringing on economic freedom and antitrust laws (Law No. 13.874/2019 and Law No. 12.529/2011).

On December 18, 2023, the 7th Civil Court of the Barra da Tijuca Judicial District in Rio de Janeiro granted a preliminary injunction suspending the application of both regulations. The court held, at the preliminary stage, that the imposition of rules by private entities on unaffiliated professionals could violate constitutional principles such as professional freedom and private enterprise.

Critical Analysis

Although the preliminary decision raises valid concerns regarding economic freedom, it is essential to note that Article 95, §2 of the General Sports Law expressly legitimizes the CBF’s role in regulating the profession of sports agent. By referencing the rules of sports governing bodies, the federal legislation clearly allows for regulation by the CBF and FIFA.

Thus, the legal foundation of ABAF’s challenge appears to be weakened when weighed against the express statutory authority granted to these entities. The exception provided in §1 should be interpreted narrowly, as a protective mechanism rather than a loophole to circumvent formal regulation.

Conclusion

Article 95 of Brazil’s General Sports Law establishes a normative framework that recognizes the regulatory authority of the CBF and FIFA over sports agents. The exception under §1 does not invalidate the legitimacy of the CBF and FIFA regulations contested by ABAF. Therefore, under current Brazilian law, these regulations stand on firm legal ground. While ABAF’s arguments are relevant from an economic rights perspective, they hold limited sway against the explicit authorization provided in the federal sports legislation.

The current state of sports intermediation in Brazil remains a fragmented environment. Many agents operate under civil or legal services contracts without any formal registration or institutional protection within the CBF/FIFA system. Others have not pursued international certification due to language, financial, or logistical barriers.

While FFAR aims to establish a global standard, its application in Brazil demands local adaptation, alignment with domestic laws, and pragmatic solutions. Until then, the system remains in limbo, caught between a drive for formalization and a tradition of informality.

Sources:
• https://www.conjur.com.br/wp-content/uploads/2024/01/Decisao-37-1.pdf
• https://www.conjur.com.br/2024-jan-09/cbf-e-impedida-de-aplicar-regras-para-agentes-de-futebol-no-brasil/
• https://leiemcampo.com.br/empresarios-entram-com-acao-na-justica-contra-a-cbf-pedindo-anulacao-do-regulamento-nacional-de-agentes-de-futebol/
• https://www.espn.com.br/futebol/artigo/_/id/13008773/justica-concede-liminar-a-empresarios-e-suspende-regulamento-de-agentes-da-cbf

 

 

FIFA Ispit za Nogometne Agente: Nove Promjene, Online Format i Stroža Pravila 2025

By
Katarina Cosic
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Photo by Josefa nDiaz on Unsplash
Format i struktura FIFA ispita za nogometne agente

FIFA je uvela značajne strukturne promjene u proces polaganja ispita za nogometne agente, koje su stupili na snagu 4. ožujka 2025. Ove promjene predstavljaju prelazak s ispita održavanih uživo na isključivo online format, uz strože nadzorne protokole i revidirane tehničke zahtjeve. Cilj ovih promjena jest povećati pravednost, transparentnost i standardizaciju, osiguravajući da svi kandidati, bez obzira na lokaciju, polažu ispit pod jednakim i strogo kontroliranim uvjetima.

Ranije su kandidati morali polagati ispit tako da budu prisutni uživo na određenim ispitnim lokacijama koje su osiguravale nacionalne nogometne asocijacije (NA). No, uvjeti na tim lokacijama znatno su varirali – od razlika u tehničkoj podršci, pristupu internetu do dostupnih prostorija. Osim toga, pravila o dopuštenim materijalima nisu bila ujednačena; neke asocijacije su dopuštale tiskane materijale s osobnim bilješkama, dok su druge bile restriktivnije.

Sada je FIFA u potpunosti ukinula polaganje ispita na lokacijama i prebacila ih na online format. Kandidati moraju osigurati vlastiti prostor za polaganje ispita, stabilnu internetsku vezu i odgovarajuću tehničku opremu. Novi sustav uključuje pojačane sigurnosne mjere, poput obaveznog pristupa kameri i mikrofonu na računalu te sekundarnog nadzora putem pametnog telefona. Umjesto fizičkih nadzornika, FIFA će koristiti AI tehnologiju za praćenje ponašanja kandidata i detekciju sumnjivih aktivnosti u stvarnom vremenu.

Još jedna važna promjena jest ukidanje svih pauza tijekom ispita, koji traje 60 minuta. Ranije su kandidati mogli tražiti nadzirane pauze za toalet, ali to sada više nije moguće. Kandidati moraju biti stalno vidljivi na kameri i ostati na svom mjestu do isteka vremena koji je predviđen za polaganje ispita. Svako napuštanje ispitne lokacije, predugo gledanje u stranu ili prekid internetske veze rezultirat će automatskom diskvalifikacijom i potrebom za ponovnim prijavljivanjem na sljedeći ispitni rok.

Postrožena su i pravila vezana uz kršenje ispitnih propisa. Dok su ranije kandidati koji su prekršili pravila mogli ponovno polagati ispit bez daljnjih posljedica, sada ozbiljni prekršaji, poput varanja, snimanja ekrana ili dijeljenja sadržaja ispita, mogu rezultirati suspenzijom ili čak trajnom zabranom polaganja ispita.

Cilj ovih promjena je stvoriti ujednačen i strogo reguliran ispitni proces, eliminirajući nejednakosti i sprečavajući nepravedne prednosti. Kandidati sada moraju biti potpuno spremni, kako u tehničkom smislu tako i u poznavanju pravila, jer svaka neusklađenost može dovesti do gubitka pokušaja polaganja ispita.

Format ispita i kriteriji za prolaz

FIFA-in ispit za nogometne agente sada se u potpunosti provodi online, eliminirajući potrebu za putovanjem do ispitnih lokacija. Ispit i dalje traje 60 minuta, a za prolaz je potrebno ostvariti minimalno 75% bodova.

Test se sastoji od pitanja s višestrukim izborom koja ispituju znanje kandidata o FIFA-inim propisima, uključujući transfere igrača, ugovorne obveze, odgovornosti posrednika i opće nogometno upravljanje. Pitanja nisu samo faktualna, već zahtijevaju i primjenu pravila na stvarne situacije s kojima se agenti mogu susresti u radu s igračima i klubovima.

Kako bi izbjegli tehničke probleme i moguću diskvalifikaciju, FIFA savjetuje kandidatima da unaprijed provjere stabilnost internetske veze, funkcionalnost uređaja i osiguraju tihu, neometanu okolinu.

Tehnički zahtjevi i priprema

S obzirom na to da se ispit provodi isključivo online, FIFA je uvela stroge tehničke zahtjeve kako bi osigurala sigurnost i standardizaciju. Kandidati su odgovorni za vlastitu ispitnu lokaciju, a FIFA neće pružati tehničku podršku tijekom ispita.

Za polaganje ispita kandidati moraju imati:

  • Računalo (laptop ili desktop) s funkcionalnom kamerom i mikrofonom, koji moraju ostati uključeni tijekom ispita. FIFA koristi ove uređaje za praćenje kandidata i otkrivanje nepravilnosti.
  • Pametni telefon za sekundarni nadzor. Telefon mora biti postavljen tako da omogućuje dodatni pregled ispitne lokacije, ali ne smije se koristiti u druge svrhe tijekom ispita.
  • Stabilnu internetsku vezu. Svaki prekid interneta poništava ispitni pokušaj, a kandidat mora pričekati sljedeći ispitni termin za novi pokušaj.

Budući da FIFA ne odobrava dodatno vrijeme ni ponovne pokušaje unutar iste ispitne sesije, kandidati su dužni testirati svoje uređaje unaprijed.

Ispitno okruženje i ponašanje

Iako se ispit polaže online, FIFA zahtijeva da se odvija u mirnom i privatnom okruženju koje oponaša formalni ispitni ambijent. Stroge mjere nadzora uključuju:

  • Video nadzor uživo putem kamere računala. Kandidati moraju ostati jasno vidljivi cijelo vrijeme.
  • Sekundarni nadzor pametnim telefonom radi dodatnog kuta pregleda prostora.
  • AI praćenje ponašanja, koje detektira sumnjive pokrete, predugo skretanje pogleda, neobične zvukove ili druge znakove nepravilnosti.

Bilo kakvo skretanje pogleda, komunikacija ili korištenje zabranjenih materijala može rezultirati trenutnom diskvalifikacijom.

Dopušteni i zabranjeni predmeti

Dopušteno:

Digitalni studijski materijali pohranjeni na računalu.

Korektivne naočale.

Olovka i jedan prazan papir (mora biti prikazan prije i nakon ispita).

Ugrađeni kalkulator na FIFA-inoj ispitnoj platformi.

Zabranjeno:

Fizički materijali (tiskane bilješke, knjige, rukom pisani zapisi).

Dodatni elektronički uređaji (pametni satovi, slušalice, dodatni telefoni).

Pristup vanjskim web-stranicama tijekom ispita.

Kazne za kršenje pravila

  • Varanje: korištenje zabranjenih materijala ili pomoć treće strane rezultira trenutnom diskvalifikacijom.
  • Snimanje i dijeljenje ispita: snimke zaslona, fotografije ili bilo kakvo dijeljenje sadržaja ispita strogo su zabranjeni i mogu dovesti do trajne zabrane polaganja.
  • Neovlaštena komunikacija: razgovor uživo ili putem digitalnih sredstava rezultira automatskom diskvalifikacijom.
  • Naprasno napuštanje ispita: kandidati moraju ostati prisutni cijelo vrijeme; napuštanje ispitne lokacije poništava pokušaj.

Rezultati i proces žalbe

Rezultati ispita bit će dostavljeni e-poštom u roku od 14 dana. FIFA omogućuje pregled odgovora, ali žalbe na rezultate više nisu moguće. Kandidati koji ne prođu moraju čekati sljedeći ispitni termin.

Ove promjene znače strožu regulaciju i osiguravaju poštene uvjete za sve kandidate. Oni koji se žele kvalificirati kao FIFA agenti moraju se temeljito pripremiti i slijediti sva nova pravila.

The Football Week Joins Forces with Soccerex as Official Media Partner

By
The Football Week
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May 10, 2025 – The Football Week, the premier platform for global football innovation and insight, is proud to announce a strategic media partnership with Soccerex, one of the world’s leading football business event organizers.

This collaboration brings together two major players in the football industry, aiming to elevate coverage and engagement around Soccerex events while broadening The Football Week’s reach within the global football business community. As part of this partnership, The Football Week will support Soccerex’s upcoming events through exclusive content, interviews, and live event coverage, reinforcing their joint mission to grow and professionalize the sport worldwide.

Dr. Erkut Sogut, Founder & President of The Football Week:

“Partnering with Soccerex is a natural extension of our mission to connect and inspire football professionals across the globe. Soccerex has long been a hub for impactful conversations and innovation in football business, and we’re excited to contribute our voice, vision, and media platform to further amplify that impact.”

Through this partnership, The Football Week will also offer readers and followers exclusive discounts to Soccerex events, alongside behind-the-scenes access, expert insights, and live reporting.

The Football Week and Soccerex invite football professionals, entrepreneurs, and fans alike to join them on this exciting journey to push the boundaries of the sport.

For more information, contact info@thefootballweek.org.

Applying U.S. Sports Revenue Tactics to European Football

By
Enes Alan
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Photo by Ferdinand Stöhr on Unsplash

Top European clubs can unlock new revenue by borrowing from North American leagues. Fan spending is enormous when properly engaged – one Deloitte survey notes U.S. sports fans shell out roughly $50 billion annually when teams maximize engagement. Meanwhile the global sponsorship market is booming (projected from ~$92 B in 2022 to ~$190 B by 2030). Given that, European football can learn from American leagues’ playbook in sponsorship, ticketing, and fan engagement. Below we detail strategies (with examples and data) and actionable takeaways for club executives and marketers.

Sponsorship Strategies

NFL games dominate the U.S. TV (93 of the top 100 live events), so brands pay a premium for in-stadium signage. American stadiums are plastered with sponsor branding: e.g. the Cincinnati Reds’ 1978 scoreboard above carries a Coca-Cola ad. In the U.S., the NFL’s massive audience (93 of last year’s top 100 live TV events) translates into huge exposure for sponsors, driving lucrative deals. Europe’s clubs can tap this logic: pitch global broadcast reach to secure stadium naming rights and category-exclusive partnerships. Indeed, the sports sponsorship industry is on a tear (nearly doubling by 2030), so integrating brands into every touchpoint is key. For example, American leagues tie in tech partners on digital platforms (the NFL’s new Adobe AI partnership personalizes fan content) and run high-profile co-branded activations. European clubs can emulate this by co-creating content with sponsors (e.g. custom social media campaigns) and by highlighting star players in ads. Notably, top franchises (Dallas Cowboys, Manchester United) maintain sponsor value regardless of performance – a reminder to leverage clubs’ global brands in deals.

  • Leverage premium assets. Sell stadium and kit naming rights and exclusive category deals, capitalizing on the league’s media footprint (e.g. NFL’s Nike/Pepsi deals). For instance, league-wide partners and stadium sponsors benefit from huge audience reach.
  • Activate creatively with tech. Collaborate on digital fan experiences: use sponsor-backed apps or AR to engage supporters. The NFL–Adobe tie-up lets fans remix team-branded content and receive personalized updates. European clubs can offer similar branded app features or online platforms (e.g. co-branded fan-editable graphics).
  • Integrate on-site promotions. Run sponsor-led game-day activities. The NBA’s “Fan of the Game” (Toyota) award energizes crowds by giving prizes to an excited fan. Clubs could stage halftime contests or giveaways co-sponsored by partners to heighten the atmosphere.
  • Target marquee clubs. Focus on flagship teams with enduring appeal: brands pay more for top clubs whose fan bases are global. As Brand Finance notes, dynastic teams (Cowboys, Yankees, Manchester United) retain sponsor value despite results. Pitch these legacy brands for long-term deals that emphasize both awareness and loyalty.
Ticketing Strategies

European clubs traditionally use flat ticket pricing, but U.S. teams often dynamically price tickets by game. Studies confirm this drives revenue: once NFL teams could vary prices by matchup, the primary market saw about a +1.6% sales bump per game. Clubs that set wider price ranges (premium for big games, discount on low-demand games) saw larger gains. European clubs might trial caps or partial dynamic pricing for high-profile fixtures (derbies or Champions League nights) while communicating clearly with fans to avoid backlash. Even small flexibility can boost income without upsetting core supporters.

On the tech side, U.S. teams have moved to all-digital ticketing. For example, the Seattle Seahawks app integrates Ticketmaster so fans enter via smartphone and immediately get customized content (stadium map, replays, live stats). European clubs should likewise adopt mobile ticket platforms (eliminating paper passes) and enhance them with real-time features (e.g. food pre-ordering, seat upgrades). This not only modernizes the experience but creates data on fan behavior for targeted offers. Many American teams also maximize premium sales: expansive suites and hospitality packages bundled with catering or sponsor perks significantly lift non-ticket revenue. Top clubs with new stadiums (Tottenham, Bayern Munich) already do this, but others can expand corporate suites and themed premium seating by packaging tickets with F&B and sponsor logos.

  • Apply variable pricing. Experiment with tiered game pricing to match demand. Research in the NFL found teams that vary prices generate more ticket sales (e.g. a ~1.6% increase when pricing freely). Even modest surcharges on high-demand matches can raise revenue. Adjust carefully for market and income levels.
  • Enhance digital convenience. Roll out mobile ticketing and dynamic seat maps. Let fans enter via smartphone QR codes and browse seat upgrades or add-ons in real time, as Seattle’s system does. Offer loyalty points or discounts for mobile transactions to encourage app adoption and reduce scalping.
  • Create flexible packages. Introduce multi-game bundles or flex plans (like the NFL’s “flex” schedules) so casual fans can buy a half-season. Provide discounted family or group tickets early to build attendance. These models boost fill rates while giving budgeting certainty to fans.
  • Expand premium offerings. Sell and market more VIP experiences. American sports fill luxury suites and club seats by bundling game tickets with catering, hospitality rooms, and sponsor meetups. European clubs should ensure they maximize corporate and tour-group sales, packaging experiences that overseas sponsors will underwrite.
Fan Engagement Strategies

U.S. teams treat games as entertainment spectacles (free rally towels, music, etc.). American franchises even give early-arriving fans caps and towels to amp excitement. In North America, the stadium experience is a revenue driver. NFL games open with tailgates, music, and visuals; teams hand out free caps, towels or bobbleheads to early arrivers. NBA and NFL apps use beacon technology to welcome fans in-venue – Miami Heat’s Microsoft partnership actually sends arriving fans mobile messages about nearby food deals. European clubs can take note: giveaways and in-seat perks (even something as simple as a free scarf) can heighten early-match engagement. Apps can recognize ticket-holders and push custom notifications (and sponsor coupons) as fans enter.

Off the pitch, U.S. leagues build festival-like atmospheres around games. For example, Belgian supporters in a World Cup fan park (above) flocked to watch screens together and participate in sponsor contests. Similarly, NFL teams host giant parking-lot tailgate parties and open-training fan fests. These gatherings give sponsors extra exposure and deepen community ties. Investing here pays off – Deloitte finds that engaged fans spend on average ~$50B a year on their teams. European clubs should thus stage more fan events (watch parties, fan zones, meet-and-greets) under sponsor banners to activate supporters beyond the 90 minutes.

  • Elevate game-day atmosphere. Make each match an event: play music, use light shows, and involve fans in chants or sponsor-led contests. NFL games routinely hand out freebies (towels, caps) to pump up the crowd. European clubs can emulate this by co-branding giveaways or halftime skills challenges with sponsors.
  • Personalize via mobile apps. Deploy club apps that greet fans on arrival, offer live stats, and send targeted offers. The Seattle Seahawks and Miami Heat show how an app plus stadium Wi-Fi can deliver on-demand replays and concession deals. Tailor notifications and promotions (for merchandise or sponsor coupons) to registered fans’ interests.
  • Host fan festivals. Organize pre- and post-match fan zones, open training sessions, or watch parties. These community events extend the match experience and let sponsors engage outside the stadium. They also attract casual fans and families, opening new revenue via food, merchandise and branded entertainment.
  • Leverage players and content. Use star players and social media to energize the fan base. Brands often align with top athletes (e.g. Bose used NFL MVP Patrick Mahomes to promote headphones) – European clubs can similarly feature players in co-branded activations. Encourage user-generated content: give fans easy-to-use social templates or AR filters for big games, as the NFL does with its Adobe-powered graphics, and then share the best fan posts through club channels.
  • Build loyalty programs. Reward repeat engagement with points or tokens. American franchises often have loyalty apps or fan tokens (e.g. NBA, NFL rewards). Clubs could launch point systems where attending games, buying jerseys, or engaging on social media earns credit toward discounts or unique experiences. This data-driven approach (common in the U.S.) deepens the fan–club connection and unlocks add-on sales.

By blending these lessons with the local culture, European clubs can unlock fresh revenue streams. For instance, tying hospitality packages to sponsor events or slowly introducing flexible ticket tiers could drive significant gains. Overall, embracing North American tactics – from tech-enhanced fan apps to dynamic pricing – offers actionable ways to grow sponsorship, matchday, and fan-engagement income in European football.

Futbol Menajerleri Nasıl Para Kazanır? Komisyon, Sponsorluk ve Gelir Modelleri

By
Dr. Erkut Sogut
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Photo by Ümmü Gülsüm Ergin on Pexels

Futbol menajeri olmak son derece kazançlı bir kariyer olabilir. Ancak gelir kaynaklarını ve komisyon sistemlerinin nasıl çalıştığını anlamak çok önemlidir. Bu yazıda, menajerlerin futbolda nasıl para kazandığını, kimi temsil edebileceklerini ve komisyon yapılarının nasıl şekillendiğini adım adım açıklıyoruz.

Bölüm 1: FIFA Lisanslı Bir Menajer Olarak Kazanmak

Bu bölümde FIFA lisansına sahip menajerlerin gelir elde etme yollarına odaklanıyoruz. FIFA kuralları, oyuncular, kulüpler ve antrenörlerle resmi sözleşme görüşmelerinde temsil hakkı için lisans şartı koşar.

Bir Menajer Kimi Temsil Edebilir?

FIFA düzenlemelerine göre bir menajer şunları temsil edebilir:

  • Oyuncular – En yaygın temsil türüdür. Sözleşme ve transfer görüşmelerini yürütür.
  • Transfer Eden Kulüpler – Oyuncu transferinde kulübe yardım eder.
  • Oyuncu Satan Kulüpler – Oyuncunun başka bir kulübe transferini kolaylaştırır.
  • Antrenörler / Teknik Direktörler – Sözleşme görüşmeleri ve iş bulma süreçlerinde temsil eder.
  • Futbol Federasyonları – Antrenörleri milli takımla yapılan görüşmelerde temsil edebilir.
  • MLS ve Tek-Yapılı Ligler – Örneğin MLS’te işlemler kulüple değil lig ile yapılır. Menajer ödemeyi ligden alır.

Bu aktörler FIFA lisanslı menajerlerin her gün iş yaptığı paydaşlardır ve birçok gelir fırsatı sunarlar.

FIFA Menajerleri Nasıl Ödeme Alır?

Sektörde en yaygın kabul gören standart, menajerin oyuncunun brüt maaşının %10’unu yıllık olarak almasıdır. Ancak ödeme yapıları farklılık gösterebilir:

  • Yıllık veya Bölünmüş Ödeme – Bazı kulüpler yılda bir ödeme yaparken bazıları Mart/Nisan ve Eylül/Ekim olarak ikiye böler.
  • Peşin Ödeme – Uzun vadeli sözleşmelerde menajerler peşin ödeme alabilir.
  • Garanti Ödeme – Menajer, sözleşme süresi boyunca ödeme alacağına dair madde koyabilir.

Eğer menajer dört yıllık bir sözleşme ayarlarsa ama oyuncu iki yıl sonra başka bir menajere geçerse, ilk menajer sözleşme süresi bitene kadar komisyon almaya devam eder. Ancak oyuncu yeni bir sözleşme imzalarsa, yeni menajer bu sözleşmeden komisyon alır.

Kulüp transferlerinde, oyuncuyu satan kulübü temsil eden menajer genellikle transfer ücretinin %10’unu alır. Transfer yapan kulübü temsil eden menajer ise oyuncunun maaşından pay alabilir. Menajerler genellikle iş birliği yapar ve komisyonları paylaşır.

Bölüm 2: Ticari ve Sponsorluk Anlaşmaları

Çoğu menajer sadece sözleşme görüşmelerine odaklansa da, ticari anlaşmalar büyük bir kazanç potansiyeli sunar. Ve en güzel yanı:

Bu anlaşmaları yapmak için FIFA lisansına ihtiyacınız yok.

Çoğu menajer kulüp sözleşmelerine odaklansa da, sponsorluklar çok daha kârlı olabilir. Oyuncu sözleşmelerinde komisyon %10 civarında iken, sponsorluklarda bu oran %20’ye veya daha fazlasına çıkabilir.

Menajerlerin Yapabileceği Ticari Anlaşmalar:

  • Oyuncu Sponsorlukları – Krampon anlaşmaları, marka elçiliği vb.
  • Antrenör Sponsorlukları – Eğitim, iş birlikleri, medya anlaşmaları
  • Kulüp Sponsorlukları – Forma sponsoru, antrenman kiti sponsoru
  • Federasyon/Lig Sponsorlukları – Turnuva sponsorluğu, altyapı desteği

Menajerlerin çoğu temsil sözleşmelerine ticari hakları dahil etmeyi unutur. Oyuncuyu temsil ediyorsanız, sözleşmede sponsorluk anlaşmalarını da yapma hakkınız açıkça belirtilmelidir.

Ayrıca doğrudan temsil etmedikleri oyunculara sponsorluk anlaşmaları getirebilir ve komisyonu o oyuncunun menajeriyle paylaşabilirler.

Bölüm 3: FIFA Maç Menajeri Olarak Kazanmak

FIFA Maç Menajeri, kulüpler veya milli takımlar arasında hazırlık maçları ve turnuvalar düzenlemekten sorumludur.

FIFA Maç Menajeri Ne Kadar Kazanır?

  • Maç başına alınan ücretin %10 ila %20’sini kazanabilirler.
  • Büyük maçlarda tek maçtan milyonlar kazanmak mümkündür.

FIFA Maç Menajeri olmak, oyuncu menajeri olmaktan çok daha kolaydır. Sadece çevrimiçi bir başvurudur, sınav yoktur.

Bölüm 4: Yönetici İşe Alım Anlaşmalarıyla Kazanmak

Çoğu menajer oyunculara ve antrenörlere odaklansa da, büyüyen başka bir pazar daha var: futbol yöneticileri.

Yönetici İşe Alım Anlaşması Nedir?

Sportif direktör, baş scout, yönetici gibi kişileri yeni kulüplere veya federasyonlara yerleştirmeyi içerir.

Kazanç Potansiyeli:

  • Yöneticinin ilk yıl maaşının %25 ila %35’i
  • Bu ücret sadece bir kez alınır.

Bu sistem İngiltere, ABD ve Avrupa’da yaygındır. Ancak diğer bölgelerde daha yeni yeni gelişmektedir.

Bölüm 5: İş Ortağı, Hissedar ve Aracı Olarak Kazanmak

Bazı menajerler yalnızca oyuncu sözleşmeleriyle değil, kulüp satın alımlarında da önemli rol oynar.

Neden Bu Büyük Bir Fırsat?

  • Menajerler kulüp sahipleri ve yatırımcılarla bağlantılıdır.
  • Yatırımcılar futbol kulübü almak isteyebilir ama nasıl başlayacaklarını bilmeyebilir.
  • Kulüp sahipleri satmak isteyebilir ama doğru alıcıyı bulmakta zorlanabilir.
  • Menajerler iki taraf arasında köprü kurarak anlaşmadan pay alabilir.

Kazanç Potansiyeli:

  • Anlaşmalar on milyonlarca, hatta yüz milyonlarca dolar olabilir.
  • Menajerler sabit ücret ya da yüzdelik kazanç alabilir.
  • Ayrıca girişimlerde hisse, gayrimenkul ortaklığı veya spor teknolojisi yatırımlarıyla da para kazanabilirler.
Son Söz: Bilgi ve İlişkilerin Gücü

Futbolda sıkça “Kimi tanıdığın önemlidir” denir. Ama gerçek şu ki:

Kimi tanıdığınla ne bildiğini birleştirirsen, sektörde öne çıkarsın.

  • Sadece bilgi yetmez.
  • Sadece çevre de yetmez.
  • Ama ikisi birlikte seni durdurulamaz yapar.

Bu yüzden bilgini geliştir ve ilişkilerini güçlendir. İkisine de hakim olursan çok sayıda anlaşma yaparsın, çok para kazanırsın ve futbolda kalıcı bir etki bırakırsın.

“Show Me the Money!” – Menajerin Zenginliğe Giden Yolu

Sadece transferlere odaklanan menajerlerin ötesine geçenler, gerçekten kazançlı ve sürdürülebilir bir kariyer inşa edebilir.

Futbol sadece sözleşmelerden ibaret değildir; küresel bir iş dünyasıdır ve sayısız fırsat içerir.

En iyi menajerler? Oyunun her yönünü görebilenlerdir.

Who is Mustafa Eröğüt?

By
Enes Alan
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Mustafa Eröğüt

Mustafa Eröğüt is a seasoned football executive with over 17 years of experience in sports management, both domestically and internationally. His career spans key leadership roles in club and federation settings, marked by a commitment to innovation, education, and strategic development in football.

Education & Early Career

Eröğüt holds a Bachelor’s degree in Business Administration from Ithaca College (USA), a Master’s in Sports Management, and a PhD in Sports Administration from Marmara University. He began his career in 2007 as Administrative Coordinator at Istanbul Metropolitan Municipality Youth Academy, later serving as Administrative Manager for the municipality’s professional football team. His early roles laid a strong foundation in youth development and club operations.

Roles at the Turkish Football Federation (TFF)

From 2012 to 2014, Eröğüt held several key positions at the Turkish Football Federation, including Acting Director of the Football Development Department and Deputy Director-General of Football. In these roles, he managed administrative operations for the senior national team under coaches Fatih Terim and Abdullah Avcı, coordinated with FIFA and UEFA, and oversaw development programs for women’s, futsal, and beach soccer national teams.

Leadership at İstanbul Başakşehir FK

Eröğüt joined İstanbul Başakşehir FK in 2014, serving as Executive Director, CEO, and eventually Vice President until 2023. During his tenure, the club achieved its first Süper Lig championship and became a model for sustainable football management. He spearheaded the launch of the Professional Football Management Certificate Program (PFYSP), Turkey’s first club-led football management education initiative, which, as of 2024, operates with the official support of the European Club Association (ECA).

Vice Presidency at the Turkish Football Federation

From June 2023 to July 2024, Eröğüt served as Vice President of the Turkish Football Federation. In this role, he oversaw FIFA and UEFA relations and led the UEFA Euro 2032 Bid Process Committee, playing a pivotal role in Turkey’s successful joint bid with Italy to host the tournament. He also championed the implementation of technological advancements such as the semi-automatic offside system and increased transparency in VAR decisions.

International Representation & UEFA Involvement

Eröğüt has been actively involved with UEFA for nearly a decade. He served on the Youth and Amateur Football Committee from 2015 to 2024 and has been a member of the UEFA Football Committee since February 2024. He also acted as a UEFA delegate during the UEFA U17 European Championship in Croatia in 2017. Additionally, he contributed to the European Club Association’s Youth Working Group between 2019 and 2023.

Broader Contributions & Governance

Beyond football, Eröğüt has been a member of the Board of Directors and the Audit and Risk Management Committee at Acıbadem Healthcare Group since 2017. He also served as Deputy Secretary General of the Turkish Clubs Association (Kulüpler Birliği) from 2016 to 2017, where he was involved in key initiatives such as the Super League Media Tender Commission and the introduction of VAR technology.

Vision & Leadership Style

Eröğüt is recognized for his strategic foresight, commitment to education, and ability to foster international collaborations. His leadership style emphasizes transparency, innovation, and inclusivity, aiming to elevate Turkish football on the global stage while nurturing the next generation of football professionals.

Our Exclusive Interview with Mustafa Eröğüt

Who is Mustafa Eröğüt outside of football?

Outside of football, I’m someone who is deeply curious—about people, systems, and how we grow as individuals and communities. I’ve always believed that learning shouldn’t stop with formal education. I enjoy reading across disciplines, traveling to experience different cultures, and spending time reflecting on how we can do things better, not just in sport, but in society.

While football is my professional passion, I try not to let it define all of who I am. I care about ideas, conversations, and causes that bring people together. I’m especially drawn to topics like leadership, psychology, history, and education—areas that connect what we do with why we do it.

I also value balance. The pace of football can be relentless, so I make time for quiet moments, whether it’s a walk, a book, or time with my family. These are the moments that recharge me and give me the clarity I need to lead with purpose.

In short, I see myself as someone who tries to contribute meaningfully wherever I am. Football gives me a platform—but I hope my impact goes beyond it.

What philosophies or principles guide your leadership in football administration?

I believe in leadership that is grounded in integrity, collaboration, sustainability, and resilience. Success isn’t just about quick results, it’s about building something that lasts and can adapt over time. That means making decisions aligned with a long-term vision, trusting the people you work with, and staying consistent even when challenges arise.

For me, resilience is about holding steady during difficult times and learning from setbacks. There’s a quote by Rumi that I often think about: “The wound is the place where the light enters you.” It’s a powerful reminder that growth often comes from the hardest moments.

At its core, leadership is not about control, it’s about creating an environment where trust, initiative, and learning can thrive.

How do you balance long-term strategy with the daily demands of running a football club?

It’s always a balance, and it requires both discipline and adaptability. Every day brings its own set of urgent decisions—logistics, staff issues, player needs, unexpected challenges. At the same time, if you only focus on the day-to-day, you lose sight of where you’re going. That’s why I try to live by a mindset that blends both: to act with urgency today, but always think with tomorrow in mind.

There’s a philosophy I relate to deeply: “Work as if you’ll live forever, plan as if today is your last.” In football management, that means putting full energy into the present without sacrificing long-term vision. We set clear goals, empower teams to act

independently, and ensure that daily actions contribute to a bigger picture. But I also stay hands-on enough to catch small issues before they become big ones.

You have to care about both timelines what needs to happen now, and what you want to build over years. That’s how sustainable progress is made.

Who has had the biggest influence on your journey so far?

I like to start with international examples because they helped me see football through a broader, more strategic lens. Working directly with Ferran Soriano during the Başakşehir–Manchester City collaboration was a defining learning moment. His ability to think long-term, to combine business intelligence with football logic, and to build a sustainable structure across multiple clubs taught me what modern football leadership can look like. He showed that clarity and consistency can scale across countries and cultures.

I also had the chance to work closely with Hans-Joachim Watzke during the EURO 2024 process. What impressed me most was his ability to lead with calm authority. He balances financial discipline with a deep emotional connection to the club and its values. Watching him represent Dortmund with stability and integrity gave me a real-world example of value-based leadership that’s not afraid of pressure or complexity.

And of course, Sir Alex Ferguson a reference point for anyone interested in leadership. His ability to reinvent, stay hungry, and lead teams with both structure and emotional intelligence has shaped how I think about people and performance. What stood out to me was not just his success, but his longevity, and the way he adapted without losing his identity.

Each of these figures, in their own way, helped shape how I think about leadership: not just as a title, but as a responsibility to build trust, culture, and something that lasts beyond your own time.

What kind of books or subjects do you enjoy reading?

I’m a collector at heart. I have over 300 match-worn shirts from around the world, but my biggest passion is my personal sports library of more than 500 books in Turkish and English, focused on football, leadership, and performance.

I’ve always been drawn to books that go beyond results. I enjoy exploring how football works behind the scenes, tactics, club structures, psychology, culture. Titles like Inverting the Pyramid by Jonathan Wilson and Soccernomics by Simon Kuper and Stefan Szymanski helped shape my thinking around how strategy and data influence the game. They opened my eyes to football as a system, not just a sport.

I also enjoy reading about leadership and mindset. The Captain Class by Sam Walker gave me a deeper appreciation for leadership that happens quietly but consistently. Legacy by James Kerr taught me that culture, humility, and discipline are the backbone of sustainable success. Edge by Ben Lyttleton explores how small mental edges make a big difference in performance.

More recently, I’ve read How to Win the Premier League and Succeed Under Pressure. These books were timely. One focuses on the practical strategies that helped managers lift titles, the other on how top athletes and coaches manage stress, pressure, and critical moments. Both reinforced how mental clarity and emotional balance matter just as much as tactics.

Reading, for me, isn’t just about gaining knowledge, it’s about staying connected to the deeper meaning of what we do. Books help me reflect, stay open to new ideas, and grow as both a person and a professional.

Describe your daily routine when you’re working inside a club.

My day usually starts early with a check-in on the team and staff. I have meetings with department heads, review key updates, and try to stay connected with everything going on. I also keep some time for reading or quiet thinking, which helps me stay focused and make better decisions.

How was the experience of participating in the UEFA Champions League for the first time with İstanbul Başakşehir, from a sports professional’s perspective?

It was a defining chapter in my career. Competing in the UEFA Champions League is something every club dreams of, but for a club like İstanbul Başakşehir founded only

in 2014, it was especially meaningful. It proved that with clear vision, consistent work, and belief, even young clubs can reach Europe’s top level.

Hosting teams like Manchester United, Paris Saint-Germain, and RB Leipzig was surreal at times. These are clubs with global history and deep resources and yet we stood on the same stage, not as spectators, but as competitors. It pushed us to operate at the highest professional standard and tested every part of our organization.

One moment that still stands out was our away match in Paris. When both teams left the pitch in protest of a racist incident involving the fourth official, it was no longer just a football match it became a statement. That act of solidarity, in front of a global audience, showed that football can be a platform for principle and unity. I’m proud we were part of that moment.

The whole Champions League experience taught me that growth doesn’t happen only in success it happens in how you prepare, how you respond, and how you carry your identity onto the world stage.

It reminded us and hopefully others that Turkish clubs are capable not just of competing at the highest sporting level, but also of leading with integrity, ethics, and values when the moment demands it.

What’s next for Mustafa Eröğüt in your career journey within football and beyond?

I’m committed to continuing my journey in football with purpose and vision. In the short term, I want to keep contributing to institutional excellence whether that’s at club level or through national and international football structures. I believe football can and should be more than a game. It can be a platform for education, inclusion, and positive change.

Looking further ahead, I’m interested in leadership roles where I can help shape how football is governed and how the game serves people. I also care deeply about mentoring the next generation of professionals, sharing what I’ve learned, but also learning from them.

Whether in football or beyond, I want to be part of building systems that prioritize values, people, and long-term thinking. For me, that’s the kind of legacy worth working for.

FC Basara Mainz: Eine Brücke zwischen Kulturen im deutschen Fußball

By
Halil Bastuglu
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In der lebendigen Fußballlandschaft Deutschlands hat es ein Verein geschafft, eine einzigartige Identität zu schaffen – eine Mischung aus Ehrgeiz, kulturellem Austausch und reiner Fußballleidenschaft. FC Basara Mainz, aktiv in der Verbandsliga, ist heute weit mehr als nur ein Team: Er ist ein Symbol dafür, was Fußball erreichen kann, wenn Leidenschaft und Vision aufeinandertreffen.

Bescheidene Anfänge mit großen Träumen

FC Basara Mainz wurde aus einem Traum von Shinji Okazaki und Takashi Yamashita heraus gegründet. Ihr Ziel: die japanische und die deutsche Fußballkultur zusammenzubringen. Angefangen an der untersten Stufe der deutschen Fußballpyramide, stand der Verein vor enormen Herausforderungen. Ressourcen waren knapp, und es war alles andere als leicht, Spieler für dieses ungewöhnliche Projekt zu begeistern. „Am Anfang waren wir nur zu zweit aus Japan“, erinnerte sich einer der Gründer. „Ich musste sogar als Spielertrainer einspringen, um den Betrieb am Laufen zu halten.“

Trotz aller Schwierigkeiten wuchs das Team nach und nach. Die Entschlossenheit der Gründer inspirierte andere, und so begann FC Basara Mainz langsam, die Ligen nach oben zu klettern – ein Beweis dafür, wie weit Leidenschaft und harte Arbeit ein Team bringen können.

Verschmelzung zweier Fußballkulturen

Was FC Basara Mainz wirklich besonders macht, ist der einzigartige Ansatz, zwei verschiedene Fußballkulturen miteinander zu vereinen. Die frühe Verpflichtung japanischer Spieler prägte die Identität des Vereins. Statt auf traditionelle Wege zu setzen, rekrutierten die Gründer Spieler über persönliche Netzwerke in Japan, wodurch Disziplin und Ausdauer ins Team eingebracht wurden.

„Die Sprachbarriere war anfangs eine Herausforderung“, gab Takashi Yamashita zu. „Aber Fußball ist eine universelle Sprache. Das gemeinsame Ziel, Spiele zu gewinnen, hat uns geholfen, kulturelle Unterschiede zu überwinden.“

Auf dem Platz wurde diese kulturelle Fusion zur Stärke: Die japanischen Spieler bringen Disziplin und taktisches Verständnis ein, während die deutschen Spieler Physis und Direktheit hinzufügen. Das Ergebnis ist ein Spielstil, der das Beste aus beiden Welten vereint – und die Fans begeistert.

Leben in der Verbandsliga

Das Spielen in der Verbandsliga, der sechsthöchsten Liga im deutschen Fußball, bringt seine eigenen Herausforderungen mit sich. Ressourcen sind begrenzt, und die Balance zwischen Ehrgeiz und den Realitäten des Amateurfußballs ist ein ständiger Spagat. Dennoch hat FC Basara Mainz nie aufgehört zu träumen.

„Unser Ziel war es immer, die Oberliga zu erreichen“, erklärte Takashi Yamashita. Die Ankunft von Shinji Okazaki – Premier-League-Sieger und einer der bekanntesten japanischen Spieler – hat dem Verein neue Ambitionen verliehen. Seine Rolle als Trainer und Mentor inspiriert das Team, noch höhere Ziele anzustreben.

Eine starke Verbindung nach Japan

Die Verbindung des Vereins nach Japan ist tief verwurzelt. FC Basara Mainz unterhält eine Partnerschaft mit FC Basara Hyogo, einem Verein der japanischen fünften Liga. Diese Partnerschaft stärkt nicht nur die Rekrutierungswege, sondern fördert auch einen einzigartigen Austausch von Ideen und Talenten.

„Unsere Partnerschaft mit Basara Hyogo ist entscheidend für uns“, erklärte Yamashita. „Wir profitieren von ihrer Disziplin und ihrem besonderen Spielstil, während die japanischen Spieler die Möglichkeit bekommen, sich an das schnellere und körperlichere europäische Spiel zu gewöhnen.“

Diese Partnerschaft bleibt nicht unbemerkt: Mittlerweile wenden sich auch deutsche Vereine an FC Basara Mainz, um Rat bei der Rekrutierung japanischer Spieler einzuholen – ein klares Zeichen für den wachsenden Einfluss des Vereins.

Talente für die Zukunft entwickeln

FC Basara Mainz hat sich nicht nur dem sportlichen Erfolg verschrieben, sondern sieht sich auch als Entwicklungsschmiede für Talente. Ein Beispiel dafür ist der ehemalige Spieler Yokota, der mittlerweile für den 1. FC Kaiserslautern aufläuft.

„Für uns bedeutet Erfolg mehr als nur Siege“, betonte Yamashita. „Es geht darum, Spielern Möglichkeiten zu bieten, sich zu entwickeln und den nächsten Karriereschritt zu machen.“

Die Trainingsphilosophie des Vereins spiegelt diese Mission wider: Mit einem vielfältigen Trainerteam erhält jeder Spieler individuelle Förderung – nicht nur sportlich, sondern auch in Bezug auf Selbstvertrauen und Anpassungsfähigkeit.

Der Shinji-Okazaki-Effekt

Die Verpflichtung von Shinji Okazaki war ein echter Meilenstein. Als Premier-League-Champion mit Leicester City bringt er nicht nur Erfahrung und Glaubwürdigkeit, sondern auch eine enorme Strahlkraft mit.

„Shinjis Präsenz inspiriert alle“, sagte Yamashita. „Er ist nicht nur ein Trainer – er ist ein Symbol dafür, was wir erreichen können.“

Okazakis Engagement hat auch Sponsorengelder und neue Fans angezogen und dem Verein zusätzlichen Auftrieb gegeben. Sein Einfluss ist sowohl auf dem Spielfeld als auch abseits davon deutlich spürbar.

Aufbau einer nachhaltigen Zukunft

Obwohl der Fokus klar auf dem Fußball liegt, setzt das Management unter Tomoho Maekawa auf nachhaltige Strukturen. Mit seiner Unterstützung werden die Geschäftsprozesse des Vereins professioneller gestaltet – als Grundlage für langfristiges Wachstum.

„Wir wollen etwas schaffen, das Bestand hat“, so Yamashita. „Mit Shinji und Tomoho an unserer Seite sind wir überzeugt, dass wir einen wettbewerbsfähigen und nachhaltigen Verein aufbauen können.“

Fazit: Ein Traum, der sich zu verfolgen lohnt

FC Basara Mainz ist weit mehr als ein Fußballverein: Er ist eine Brücke zwischen Kulturen, eine Plattform für Talente und ein Beweis dafür, was Vision und harte Arbeit bewirken können. Von bescheidenen Anfängen bis zu großen Ambitionen – der Weg des Vereins erzählt eine Geschichte von Durchhaltevermögen, Innovation und der verbindenden Kraft des Fußballs.

Während der Aufstieg in der Verbandsliga weitergeht, bleibt FC Basara Mainz ein leuchtendes Beispiel dafür, was möglich ist, wenn man Träume mit Leidenschaft und Entschlossenheit verfolgt. Ihre Geschichte ist noch lange nicht zu Ende – und für Spieler wie Fans sieht die Zukunft vielversprechend aus.

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