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Die aufgehende Sonne des Fußballs: Japans Weg zur globalen Talentfabrik

By
Halil Bastuglu
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Photo by Collab Media on Unsplash

Während finanzstarke Ligen wie in Saudi-Arabien, Katar oder den Vereinigten Arabischen Emiraten weltweit Schlagzeilen machen, hat sich Japan leise, aber konsequent zu einer der spannendsten Fußballnationen der Welt entwickelt. Im Mittelpunkt dieses Erfolgs steht ein durchdachtes, nachhaltiges System zur Talentförderung – ein Modell, das Disziplin, Innovation und strategische Planung vereint.

Starke Grundlagen: Schulen, Akademien und Universitäten

Für viele junge Japaner beginnt die Fußballreise bereits in der Schule. Fußball ist fest in das Bildungssystem integriert. Von der Grundschule bis zur High School gibt es strukturierte Wettbewerbe, darunter das All Japan High School Soccer Tournament, eines der meistgesehenen Sportereignisse des Landes. Stars wie Takefusa Kubo machten dort ihre ersten Schritte.

Auch die professionellen J.League-Klubs leisten mit ihren Jugendakademien einen wichtigen Beitrag. Fast jeder Verein verfügt über eine eigene Akademie mit modernster Infrastruktur, die den direkten Übergang in den Profibereich ermöglicht. Spieler wie Takehiro Tomiyasu oder Hiroki Ito entwickelten sich dort zu internationalen Größen.

Ein weiterer einzigartiger Weg führt über die Universitäten: Spieler wie Kyogo Furuhashi oder Kaoru Mitoma nutzten das Hochschulsystem, um sich fußballerisch und akademisch weiterzuentwickeln – ein Modell, das auch Spätentwicklern Chancen bietet.

Die Rolle des Verbands: Der JFA-Eliteplan und die 100-Jahre-Strategie

Der japanische Fußballverband (JFA) spielt eine Schlüsselrolle. Der JFA Elite Program identifiziert früh Talente, bietet internationale Erfahrung, professionelles Training und gezielte Förderung. Stars wie Ritsu Doan und Tomiyasu profitierten davon.

Ergänzt wird das Ganze durch den 100-Year Plan, mit dem Ziel, Japan bis 2050 zu einer Fußballgroßmacht zu machen. Dieser Plan fußt auf drei Säulen:

  • Nachwuchsförderung durch Programme wie das Elite Program
  • Clubsystem-Erweiterung mit dem Ziel von über 100 Profivereinen bis 2092
  • Internationale Integration, um mehr japanische Spieler in Europas Topligen zu etablieren
Struktur schafft Erfolg: Regeln für Einheimische und Ausländer

Die J.League verpflichtet ihre Klubs, junge Spieler zu entwickeln, die mindestens drei Jahre im eigenen Jugendbereich ausgebildet wurden. Wer regelmäßig U21-Spieler einsetzt, erhält finanzielle Anreize – ein wirksames Mittel zur Förderung des heimischen Talents.

Gleichzeitig verfolgt die Liga eine kluge Ausländerpolitik: Maximal fünf ausländische Spieler dürfen gleichzeitig auf dem Platz stehen. Akteure aus asiatischen AFC-Nationen sind davon ausgenommen – das stärkt sowohl die Ligaqualität als auch die regionale Zusammenarbeit.

Ein globales Sprungbrett: Spieler als sportlich und finanziell attraktive Investments

Japanische Spieler sind nicht nur technisch und mental stark, sondern auch wirtschaftlich äußerst interessant. Ihre Transfers zeigen eindrucksvoll, welches Potenzial sie haben:

  • Takehiro Tomiyasu wechselte 2018 für 800.000 € nach Europa – sein Marktwert erreichte später 35 Mio. €.
  • Kaoru Mitoma wurde für nur 3 Mio. € von Brighton verpflichtet, heute liegt sein Wert bei 45 Mio. €.
  • Yuito Suzuki steigerte seinen Marktwert bei Brøndby um über 1000 % in weniger als zwei Jahren.

Weitere Beispiele wie Hiroki Ito, Ko Itakura oder Ritsu Doan zeigen: Wer in japanisches Talent investiert, profitiert sportlich und finanziell.

Leidenschaft und Infrastruktur: Die J.League als Vorbild

Mit einem Zuschauerschnitt von über 20.000 pro Spiel und moderner Infrastruktur – darunter Stadien wie das Saitama Stadium oder die Panasonic Arena – bietet die J.League ein professionelles Umfeld auf europäischem Niveau. Vereine wie Urawa Red Diamonds oder Yokohama F. Marinos sind fest in ihren Communities verankert und ziehen begeisterte, respektvolle Fans an.

Fazit: Ein System mit Zukunft

Japans Fußballmodell ist ein Paradebeispiel für nachhaltigen Aufbau. Vom Schulfußball über Universitäten und Akademien bis hin zur J.League und internationalen Erfolgen – jedes Glied in der Kette ist strategisch durchdacht. Spieler wie Mitoma, Tomiyasu oder Kamada stehen stellvertretend für eine Generation, die sich global etabliert hat.

Doch dies ist erst der Anfang: Mit klarer Vision, Disziplin und Innovationskraft ist Japan bereit, im Weltfußball eine noch bedeutendere Rolle zu spielen. Der Aufstieg der „aufgehenden Sonne“ ist keine Momentaufnahme – sondern ein langfristiges Versprechen an die Zukunft des globalen Spiels.

Who is Alix Bruch?

By
Enes Alan
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Alix Bruch

Alix Bruch is a dynamic leader in women’s football and sports development, currently serving as Sporting Director at Calgary Wild FC, where she has put together the new “Wild FC” team in the newly founded Canadian professional league. Her journey through sport has been anything but linear—starting out as a professional footballer with ZFK Spartak, where she competed on some of Europe’s biggest stages, including the UEFA Women’s Champions League.

Alix brings a rare blend of on-field experience and off-field expertise. After her playing career, she pivoted into roles that combined her passion for sport, leadership, and communication. She founded Shift Athlete Services, supporting athletes as a certified football agent and advocate, and held leadership roles with organizations like Classroom Champions and the MacEachen Institute for Public Policy and Governance. Her impact spans mentorship, athlete development, and strategic communications.

Academically, Alix holds a BSc in Geology from St. Francis Xavier University, where she was recognized as an Academic All-Canadian. She later earned a Journalism degree with distinction from the University of King’s College, receiving the Governor General’s Silver Medal for academic excellence. Currently, she’s continuing her education with a Mini MBA in Sporting Directorship through FOCUS Sports Education, reinforcing her leadership in high-performance environments.

 Our Exclusive Interview with Alix Bruch

You transitioned from being a professional footballer to an agent to a Sporting Director — what motivated that shift, and how did you experience the adjustment?

I stepped away from playing professionally primarily due to health concerns. I didn’t get answers right way, but I was eventually diagnosed with endometriosis, which is a very painful inflammatory disease, and that made it difficult for me to be living abroad without access to proper healthcare. It took me a while to find my footing in sport again; it was a difficult transition out of playing and it took a lot of trial and error to get to where I am now. I knew I wanted to stay involved in sport, but I wasn’t sure where I wanted to land. It was actually during the COVID-19 pandemic that I decided to become a football agent. I had just finished a second degree and was working remotely full-time and, on the side, I started my own women’s specific agency, dedicated to helping Canadian’s land professional contracts abroad. With no domestic professional league as well as a lack of Canadian agents, it was very difficult for players to take the next step and so I felt that I had a unique skillset and collection of experiences to be able to make a meaningful impact. Fast forward four years and I have now transitioned into the role of sporting director, which was a logical next step and one that I am very excited about.

Which aspects of your playing career most influence your decisions now as Sporting Director at Calgary Wild FC?

I am especially attuned to the player care and experience component of the club. As a franchise, we have been clear from the beginning that we want to be the player’s choice club. We want to create an environment that allows players to develop and be challenged in a supportive and safe space. Our reputation will inevitably have an impact on our future recruitment, and so it was really important to us that we get the culture right in our first year. When I look back at my time as a player, my fondest memories are from the teams that had exceptional team culture. Most players, particularly women, will look back at their career and remember the people they played with more than the wins and losses, so I think that is certainly something to keep in mind as we build the club.

How do you go about building a sustainable team culture, especially within the constraints of a brand-new league?

This is a big one. Building a sustainable and positive team culture certainly comes with many challenges as we needed to recruit an entire roster from scratch. It is really difficult to know how players will adjust and mesh together without ever actually seeing them in the environment, and so character and values were a massive pillar in our recruitment strategy. We wanted to bring in talented and experienced players who were going to raise our standards and challenge us as a club to be the best on and off the field, while also ensuring they have an understanding of what it means to be part of building a club from the ground up. My conversations with prospective players were always fairly long and were a chance to get to know each other and level-set on value alignment. Our head coach, Lydia Bedford, has also been integral in setting standards and shaping the culture, pulling from her significant experience in the Premier League, WSL, Championship, and English youth national teams. All of this combined has put us on stable footing through pre-season, and now the work begins to maintain that culture through the highs and lows of a regular season.

What do you look for when scouting players for Calgary Wild FC — what qualities really stand out to you?

I believe a group of great people can accomplish great things together. This is why character is such a big part of our recruitment strategy and we are really pleased with the players we have brought into the club. From a technical perspective, we look for players who can play. We want to be in possession and be really comfortable playing out of the back and out of pressure. This means we look for players who are technically sound and confident on the ball, and who have a strong tactical understanding of the game to be able to make quick decisions under pressure. In addition, particularly in our first season, we looked for adaptability, both positionally and tactically. We play the other five teams in the league five times each, so it is important we are able to be flexible and adaptable in how we play both from offensive and defensive standpoints.

You’ve broken ground in a male-dominated field — how have your experiences shaped your views on gender equity in football?

I have always been keenly interested in gender equity in sport, particularly how the intersectionality of race, sexuality, gender, and (dis)ability impacts participation. Prior to becoming an agent, I had gone back to school to do a journalism degree, and much of my focus was writing about these issues. Studying and practicing journalism gave me a front row seat to how policy gets made and how systems work. Combining that with my personal experiences in football has given me a strong foundation to identify barriers and injustices in the game, and I try to take that with me into any role I take on. I am of an age and generation where I have seen how far football has come, while also seeing how far we have to go, and I hope to be part of progress and removing barriers to people being able to enjoy the game.

How important is community integration and local talent to your club’s identity and long-term goals?

Community is a massive part of the Wild FC. From the ways we’ve raised capital, to the ways we’ve recruited, to how we’ve connected with local organizations and our fans, community has been at the heart of building this club. We have a unique opportunity as the first women’s professional sports team in our city to reach people that otherwise wouldn’t attend a sporting event. We don’t need to follow a playbook based on men’s sports and what already exists in the city, and that is really exciting to me.

From a sporting perspective, players from Calgary (and the wider province of Alberta) have historically been underrepresented in the Canadian national team. We already know that great players are produced here in Alberta, including the six local players we have on our roster, and so we are committed to building out an academy program and true pathway to the first team in order to develop more players locally and eventually integrate them into the first team and be the starting point of their career.

Looking back at your many roles in football, which one has been the most challenging for you, and why?

I think every job comes with its unique challenges, but if I had to choose, I would say being an agent. It was difficult for a few reasons, the primary one being I was doing it on my own. One of the reasons I fell in love with soccer was being part of a team, because doing hard things with 20+ people by your side is a lot more enjoyable than doing it on your own. I love being in a club role because I get to be a part of a team again.

The Game Behind the Game – How Transfers Are Decided in Secret

By
Noureddine Seddiki
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Photo by Hassan Pasha on Unsplash

Transfer negotiations decide careers before the ball even rolls.

The ball is no longer just on the pitch. Decisions about players, millions and prospects are made quietly at the negotiating table. But what really happens there?

Introduction

A transfer, a contract, a new jersey and finally a photo for the public. This is what transfers look like from the outside.

What happens before that is hardly noticed by the public. Discussions take place, interests are aligned, talks are prepared. Clubs position themselves, advisors explore options, players have to make decisions about their future.

This is where the crucial preparation begins, which not only influences a player’s career, but also the strategic planning and economic development of a club.

This article provides an insight into the processes that shape transfer decisions.

It shows what really matters in negotiations and why a clear, professional approach at the table makes all the difference.

Before the first offer: The invisible phase

Negotiations begin long before an official offer is formulated.

Even before figures are on the table, an initial picture is forming. Not loudly, not officially, but noticeably.

Scouts gather impressions, advisors hold initial discussions in the background, club managers exchange assessments. Even small signals such as an interview, a gesture on the pitch or a post on social media are noticed, categorized and linked with meaning.

The starting point for subsequent conversations does not emerge in one fell swoop. It develops step by step through observation, interpretation and expectation.

And it is precisely at this point that the negotiation begins, subtly and indirectly. Three psychological mechanisms play a central role in this phase:

Priming

This term comes from psychology and describes how information placed early on influences our thinking and our expectations – without us consciously realizing it.

For example, if an agent casually mentions that the player has “recently attracted a lot of interest from abroad”, this automatically changes the perception of the other person. Even without concrete offers, the player is classified as “in demand”. This can have a positive effect on the dynamics of the conversation, negotiating position and assessment of market value.

Framing

Framing is about the targeted framing of information. The content of the message remains similar, but its effect depends heavily on how it is formulated.

Example: The sentence “He is open to a new challenge” sounds positive, constructive, development-oriented. The same content, framed negatively, would read: “He really wants to leave.”

Both statements express the same desire, but the first variant conveys openness and a willingness to talk, while the second creates pressure and provokes rejection.

Good negotiators choose their words consciously, not manipulatively, but with sensitivity to the situation.

Subtext

Subtext refers to everything that is not spoken but is nevertheless communicated, for example through tone of voice, body language, eye contact, pauses or deliberate silence. Example: If a sports director falters several times during a conversation, thinks about a question for a long time or deliberately hesitates, this can signal uncertainty or tactical restraint. Conversely, deliberate silence on the part of players can also create pressure or convey strength. If you are able to read such signals and use them in a targeted manner, you can conduct the conversation with more depth, often without formally dominating it.

Experienced negotiators know this: Those who influence communication, mood and expectations early on create a strategically advantageous starting position. It is not uncommon for key decisions to be made before formal offers have even been formulated.

BATNA: The underestimated source of real bargaining power

The same basic question arises in every negotiation: Who needs the deal more urgently?

This is where a concept comes into play that is given too little attention in practice:

BATNA – Best Alternative to a Negotiated Agreement.

In short: What is my best alternative if I don’t reach this agreement?

One example:

  • A player with a current contract, a regular place and several options for the coming season can compare offers in peace , if necessary, stay.
  • A club that is already in advanced contact with several players for a vacant position does not have to push through an offer at any price.

In both cases, there is a strong BATNA, i.e. a good alternative to negotiation. This creates composure, negotiating security and room for maneuver, an inner strength that is clearly noticeable at the table.

If you know your own BATNA and ideally can also assess that of your counterpart, you can negotiate with more calm, clarity and flexibility. Because they know: I have options.

And this is exactly what changes the dynamics of the conversation. Where there was previously pressure, clarity and structure emerge. Emotion is replaced by strategy.

Strength is not shown in loudness, but in real options.

Why many negotiations fail and how to do it better

Despite good prerequisites, many deals fall through and this is often not due to numbers, but to behavior.

A typical scenario: An offer is rejected, combined with indignation or devaluation. The other person feels unappreciated. The atmosphere changes. The door is closed.

It would have been so easy to react differently:

“Thank you for submitting the offer. In its current form, it does not yet reflect the value and prospects that we see in this constellation. However, we are open to further discussions.”

“Thank you for the offer. From our point of view, it does not yet fit in with the framework conditions we have in mind, but we are happy to remain in contact.”

Good negotiators know: Not every rejection is an end. It can also be a beginning if it is communicated with attitude, clarity and appreciation.

Negotiations rarely fail because of the content. They fail much more often because of how differences are dealt with at crucial moments.

Using Psychological Levers Effectively

Successful negotiation means taking the lead. The course of a negotiation can be actively shaped by applying psychological principles that skilled negotiators use deliberately.

Strong negotiators don’t leave conversations to chance. They understand which psychological mechanisms are effective in critical moments and use them purposefully to steer discussions, build trust, and influence decisions. This is not about manipulation, but about conscious, well-directed leadership. The following principles are among the most effective tools in professional negotiation practice.

Set an anchor

The first numerical proposal in a negotiation acts like an anchor. It sets a mental framework within which the rest of the conversation takes place. Even if completely different sums are discussed later, the first figure remains in the room as a silent reference point. Whoever mentions this number or allows it to be on the table first influences the other person’s perception and orientation right from the start. The more consciously this anchor is set, the stronger its effect – strategically and psychologically.

Reciprocity

Anyone who shows concessions in a negotiation, be it through a factual concession or a clever gesture, often triggers an impulse in the other party to move towards something as well. This reciprocal willingness creates trust and movement. Reciprocity is one of the most effective dynamics in negotiations if it is used in a targeted and authentic way.

Loss aversion

People perceive potential losses more strongly than equally large gains. This can lead to objectively good offers being subjectively perceived as a risk and rejected. If you understand how fear of loss influences decisions, you can formulate offers in such a way that they emphasize security and development rather than potential sacrifice.

Timing and silence

Not every effect is created by arguments. Sometimes it is deliberately placed pauses that steer the conversation. A moment of silence, a brief pause or deliberate hesitation can have more impact than many words. Particularly in sensitive negotiation phases, it becomes clear that presence is not only created by what is said, but also by what is deliberately left unsaid.

These means are not tricks, they are tools. And like any tool, they only work well if they are used correctly: consciously, in measured doses and with integrity.

The contract – more than term and salary

A contract is not just a result. It is an instrument. Properly designed, it is a career plan in legal form.

What is on the agenda today goes far beyond traditional elements. In addition to salary, bonuses and contract duration, tailored components are increasingly being negotiated, both in the professional sector and for young talent.

Common and professional examples are:

  • Performance-related bonuses for goals, assists, appearances or promotions
  • Clauses on automatic renewal after a certain playing time
  • Buy-out options or fixed exit clauses
  • Buy-back clauses, especially for loaned or changing talent
  • Matching rights, the right to match an external offer
  • Resale interests for the selling club
  • Bonuses for national team nominations or U-squad appearances
  • Loan agreements with guaranteed playing times or recall rights
  • Additional care packages for family, school place, language courses, visa And these are just a few examples.

In truth, there are hardly any limits to contract design, at least not if you think creatively, bring experience to the table and negotiate outside the box.

Good negotiators recognize where individual agreements create real added value, for the player and for the club. They combine sporting prospects, economic planning and personal life realities to create a contract that is not only legally sound, but also strategically effective.

Those who only rely on standards miss out on opportunities. Those who negotiate creatively, with foresight and tactical skill will get the best out of it.

Understanding the perspectives of all parties involved

Transfer negotiations do not follow a fixed procedure. They are an interplay of different interests, roles and dynamics:

  • Players think about development, playing time and recognition.
  • Parents want security, care and trust.
  • Coaches are looking for characters who fit into the system and into the dressing room.
  • Sports directors juggle budgets, squad structures and long-term The focus is always on the sporting and financial success of the club.
  • Club managements consider image, sponsor impact and media resonance.
  • Agents shape careers – strategically, protectively and with vision.

Anyone who recognizes, takes seriously and integrates all these perspectives is not just conducting a negotiation, they are moderating a decision.

Communication: The game outside the table

Negotiations do not end in the room. They continue in public, in the media, in the cabin.An interview at the wrong time, a leaked interview content or a polarizing social media post can cause more damage than any rejected offer.

That’s why negotiation also includes:

  • Communication strategy
  • Media management
  • Clarity internally and externally

If you don’t communicate consciously, others will define the meaning for you.

Conclusion: Negotiating means shaping and is about much more than numbers

Transfer negotiations are now part of the strategic core of professional soccer. They are a decisive lever for career planning, team development and, above all, for the sporting and economic direction of a club

Good negotiators on both sides – the club and the player – make the difference.

They not only achieve better results, but also create solutions that are sustainable.

Anyone who negotiates unprepared or unstructured is missing out on enormous potential, both financially, strategically and in terms of sport. It often depends on the quality of the negotiation whether a change enables the next step or whether it becomes apparent afterwards that potential has been wasted.

Because in the end, “You don’t get what you deserve. You get what you negotiate.” Chester L. Karrass.

Who is Kees van Wonderen?

By
The Football Week
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van Wonderen

At The Football Week, we don’t just report on football. We get to know the people behind the game. That’s why we asked Kees van Wonderen a series of personal questions to discover more about the man behind the coach.

He gave us more than just answers. His reflections reveal his values, his journey, and the experiences that shaped him into the person he is today.

But before we tap into his words directly, let’s take a closer look at the life and career of Kees van Wonderen.

A Calm Leader With a Clear Vision

Kees van Wonderen might not be the loudest name in European football, but his quiet, methodical rise through the game commands attention. Known for his tactical clarity, development-first mindset, and modern approach to leadership, van Wonderen brings a refreshing profile to the managerial landscape. As the head coach of Schalke 04, he stepped into a role charged with expectation and opportunity.

From Dutch Roots to the Eredivisie

Born on January 4, 1969, in the small Dutch town of Bergen, van Wonderen built his football career from humble beginnings. He didn’t emerge through one of the traditional power academies, but instead developed his skills at local side VV Bennekom before earning his break at NEC Nijmegen. A cerebral central defender, he went on to make his name in the Eredivisie with NAC Breda and ultimately with Feyenoord, one of the Netherlands’ biggest clubs.

During his time in Rotterdam, he lifted the Eredivisie title and was part of the squad that won the 2002 UEFA Cup. While never the flashiest player, he was consistent, composed, and reliable. These are traits that would later define his coaching style.

Transitioning From the Pitch to the Sidelines

After hanging up his boots in 2004, van Wonderen didn’t rush into management. Instead, he spent time observing the game from the inside, first as a scout at Feyenoord, then gradually stepping into coaching roles. This deliberate approach allowed him to build a solid foundation shaped by learning, reflection, and mentorship.

He joined FC Twente’s technical staff during a successful period under Steve McClaren, then later took on national youth roles within the KNVB. With the Netherlands U17 and U18 teams, he built a reputation for nurturing young talent and for creating teams that played with intelligence and structure.

Building a Coaching Identity

Van Wonderen’s coaching philosophy is based on balance between discipline and freedom, structure and spontaneity. His teams are organized but never robotic. He values positional play, off-the-ball intelligence, and collective responsibility.

When he took charge of Go Ahead Eagles in 2020, many questioned whether his style would translate to senior football. He answered that with results. Promotion to the Eredivisie, a stable campaign in the top flight, and a growing list of admirers across Dutch football followed. He then moved to Heerenveen, where he further proved his ability to lead teams with modest budgets against bigger clubs, all while integrating younger players and improving the team’s tactical identity.

His Time at Schalke

In October 2024, Schalke 04 appointed van Wonderen as head coach, entrusting him with one of the most emotionally charged projects in German football. Schalke, with its rich history and massive fanbase, sought stability, growth, and a long-term vision. These are qualities van Wonderen is known to deliver.

He brought to Gelsenkirchen not only his calm authority but also a proven track record of helping clubs transition, improve, and rediscover their identity. For a club like Schalke, seeking both performance and process, van Wonderen provided the steady hand they needed.

Why Football Professionals Should Take Note

For club owners, sporting directors, and headhunters, Kees van Wonderen represents a modern football coach who is grounded in tradition and fluent in today’s game. He understands the power of youth development, speaks the language of modern tactics, and is capable of managing pressure with dignity.

He is not the headline-grabbing firebrand, but rather the type of coach that builds long-term success. The kind that transforms clubs from within.

If you are a fan wondering what the future holds for your club under van Wonderen, expect a team that works hard, communicates clearly, and evolves with purpose. His style is deliberate, humble, and focused. For those covering his journey, van Wonderen is a case study in patience, planning, and long-term thinking in football management. He may not shout, but his work speaks loudly.

A Personal Glimpse: Our Exclusive Interview with Kees van Wonderen

Can you share a little about your upbringing? Where did you grow up, and what were some of the most influential moments of your childhood?

I grew up in a small village in Holland. My parents owned a shoe store, and we lived above it. That environment shaped me. Growing up in a family business taught me to be independent, take responsibility early on, and understand what hard work really means. I was always drawn to football. Every day, I was outside with a ball, playing wherever I could. That passion was always there.

When you’re not on the football pitch, how do you spend your time? Do you have any hobbies or interests that keep you grounded?

As I said, from a young age football was everything. But when I wasn’t playing, I was outside swimming, climbing trees, building things with friends. And of course, I spent a lot of time in the shop with my parents. There was always something happening there.

What inspired you to pursue football as a career? Was there a specific moment or person that set you on this path?

It came from within. There wasn’t a single moment or a specific person who pushed me toward football. It was just something I was deeply passionate about from the start. It was the only thing that truly captured my interest.

Looking back, how did your first steps in football shape you as a person, not just as a player or coach?

I was talented from a young age, quick, skillful, and often made the difference in games. But around the age of 13 or 14, others started growing and I stayed small. Suddenly, I wasn’t standing out anymore. That was tough. It really challenged me mentally. I stuck with it, and eventually started growing at 18. My performances improved, and by 22, I signed my first professional contract with NEC Nijmegen. It taught me resilience and how to keep going even when it feels like the odds are against you.

Who has been the most influential person in your life, both personally and professionally? How have they impacted the way you approach challenges?

My parents, without a doubt. They supported me through every phase. When things were tough, they gave me balance and encouragement. And when things were going well, they kept me grounded. They’ve always been the stable foundation in my life.

As a coach and a public figure, your life is often in the spotlight. How do you balance your personal life with the demands of your profession?

Life teaches you to deal with different kinds of moments, good and bad. I’ve learned to stay humble, to be thankful, and to enjoy the good days while staying resilient during the tough ones. My wife, my daughters, and our dog help me stay grounded. They’re my home.

If you weren’t involved in football, what do you think you would be doing today? Is there a dream or passion outside of the sport that you’ve always wanted to explore?

That’s a hard question because football is really my life. But if I hadn’t pursued this path, I think I might have taken over my parents’ store or ended up in some kind of commercial job. Still, I can’t imagine not being part of the game.

We thank Kees van Wonderen for taking the time to share his story with The Football Week. His openness and reflections offer a unique window into the person behind the profession. We wish him all the best in his continued journey as a football coach.

Spor Sektörüne Nasıl Girilir?

By
Enes Alan
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Photo by Nelson Ndongala on Unsplash

Spor sektörü, dinamik yapısı, yüksek rekabeti ve global ölçekleriyle her yıl birçok profesyonelin ilgisini çekiyor. Futbol, basketbol, voleybol gibi büyük spor dallarından e-spora kadar geniş bir yelpazede kariyer fırsatları sunan bu sektör, aynı zamanda tutkularını profesyonel bir alana dönüştürmek isteyenler için büyük bir cazibe oluşturuyor. Ancak bu sektöre girmek, yalnızca spor bilgisi değil, iş dünyasında da sağlam bir altyapı gerektiriyor. İşte spor sektörüne adım atmanın yolları:

  1. Eğitim ve Yetenek Gelişimi

Spor sektörüne girmek isteyenler için eğitim, sektördeki temel bilgi ve becerilerin kazanılmasında çok önemlidir. Spor yönetimi, pazarlama, hukuk, finans gibi alanlarda alınacak eğitimler, sektördeki rolünüzü şekillendirebilir. Ayrıca, spor hukuku gibi daha spesifik konularda da eğitim almak, uzmanlaşma fırsatı yaratabilir. Örneğin, bir spor kulübüyle çalışmayı hedefliyorsanız, spor yöneticiliği ve iş stratejileri üzerine dersler almak kariyeriniz için faydalı olacaktır.

  1. Staj ve Deneyim Kazanma

Spor sektöründe bir pozisyonda çalışmak için genellikle pratik deneyim gereklidir. Stajlar, sektördeki iş dünyasına girebilmek için değerli fırsatlar sunar. Spor organizasyonları, kulüpler ve ajanslar gibi yerlerde staj yaparak sektörün dinamiklerini yakından görebilir, iş süreçlerini öğrenebilir ve profesyonel ağınızı genişletebilirsiniz. Ayrıca, gönüllü olarak yer alacağınız etkinlikler de size değerli tecrübeler kazandıracaktır.

  1. Ağ Kurma ve İletişim Becerileri

Spor sektörü, büyük oranda kişisel ilişkiler ve ağ kurma üzerine şekillenir. Profesyonel ağınızı kurmak için sektördeki etkinliklere katılabilir, spor yöneticileriyle iletişime geçebilir ve sektördeki en önemli oyuncularla tanışma fırsatı yakalayabilirsiniz. Ayrıca, sosyal medya platformları üzerinden sektördeki profesyonellerle bağlantı kurarak, kariyerinizi şekillendirebilirsiniz.

  1. Dijital Pazarlama ve Sosyal Medya Yönetimi

Dijital pazarlama ve sosyal medya yönetimi, günümüz spor sektörünün en önemli unsurlarından biridir. Spor kulüpleri, markalar ve organizasyonlar, taraftarlarıyla etkileşimde bulunmak, marka bilinirliğini artırmak ve sponsorluk anlaşmalarını yönetmek için dijital mecraları aktif bir şekilde kullanmaktadır. Bu alanda yetkinlik kazanmak, spor sektöründe fark yaratmanıza yardımcı olabilir. Özellikle sosyal medya yönetimi ve içerik üretimi gibi alanlarda yetkinlik geliştirmeniz, sizi sektördeki pozisyonlar için cazip kılabilir.

  1. Sponsorluk ve İşbirlikleri Yönetimi

Sponsorluklar, spor sektörünün ekonomisinde önemli bir yer tutar. Spor organizasyonları ve kulüpler, markalarla işbirlikleri kurarak gelir elde eder. Sponsorluk anlaşmalarını anlamak ve yönetmek, spor yöneticiliğinde önemli bir beceridir. Bu alandaki deneyiminizi artırarak, kulüpleri ve sponsorları bir araya getiren işbirliklerinde yer alabilirsiniz.

  1. Finans ve Hukuk Bilgisi

Spor sektörü, yalnızca saha içi faaliyetlerle değil, aynı zamanda finansal ve hukuki yönlerle de şekillenir. Kulüplerin bütçe yönetimi, sponsorluk gelirlerinin takibi ve sözleşme yönetimi gibi işlemler, sektördeki profesyoneller için önemli sorumluluklardır. Eğer hukuk ve finans alanlarında bir geçmişiniz varsa, bu becerileriniz spor sektöründe büyük avantaj sağlayacaktır.

  1. Fan Engagement (Taraftar Etkileşimi)

Spor sektörü, taraftarların tutkusu ve bağlılığı ile şekillenir. Taraftar etkileşimi, kulüplerin markalarını güçlendirmesi ve gelirlerini artırması için kritik öneme sahiptir. Sosyal medya, mobil uygulamalar, etkinlikler ve içerik üretimi gibi araçlarla taraftarların etkileşimi sürekli kılınabilir. Spor profesyonellerinin bu alanda çalışarak, taraftarlarla olan bağları güçlendirmesi ve kulübün popülerliğini artırması gerekmektedir.

  1. E-Spor ve Dijital Dönüşüm

E-spor, son yıllarda spor dünyasında büyük bir yer edinmiştir. Geleneksel sporların dışında, dijital platformlar üzerinden düzenlenen bu yeni spor dalı, genç nesiller arasında oldukça popülerdir. E-spor organizasyonları, takımlar, oyun yayıncıları ve sponsorluk fırsatları sunmaktadır. E-spor endüstrisinde kariyer yapmak isteyenler için, bu dijital dönüşümü anlamak ve e-spor sektöründe deneyim kazanmak büyük fırsatlar sunar.

  1. İçerik Üretimi ve Yayıncılık

Spor içerikleri, sektördeki profesyonellerin ve organizasyonların taraftarlarıyla bağlantı kurmasının temel araçlarından biridir. İçerik üretimi, video yapımcılığı, yazılı içerik, podcast ve blog yazarlığı gibi alanlarda uzmanlaşarak, spor sektöründe etkin bir rol üstlenebilirsiniz. Ayrıca, medya hakları ve yayıncılık sektörü de spor endüstrisinin büyüyen alanlarından biridir.

  1. Uluslararası Fırsatlar ve Global İşbirlikleri

Spor sektörü global bir yapıya sahiptir ve uluslararası kariyer fırsatları sunmaktadır. Dünyanın farklı bölgelerinde faaliyet gösteren kulüpler, organizasyonlar ve sponsorlar, global işbirlikleri ve ortaklıklar arayışındadır. Uluslararası deneyim kazanmak, farklı kültürleri tanımak ve global iş ağı oluşturmak, kariyerinizi zirveye taşıyabilir.

  1. Performans Analizi ve Veri Kullanımı

Spor organizasyonları, oyuncularının ve takımlarının performansını analiz etmek için büyük veri teknolojilerini kullanmaktadır. Veri analizi, takımların stratejilerini geliştirmelerine yardımcı olabilir ve oyuncu sağlığı, fiziksel durumu hakkında bilgi sunar. Bu alanda uzmanlaşarak, sektördeki pek çok kulüp ve organizasyon için önemli bir iş gücü kaynağı olabilir ve kariyerinizi şekillendirebilirsiniz.

  1. Liderlik ve Yönetim Becerileri

Spor sektörü sadece teknik bilgi gerektirmez, aynı zamanda güçlü liderlik ve yönetim becerileri de gerektirir. Takımların yönetimi, kulüplerin stratejik yönlendirilmesi ve organizasyonların büyütülmesi için liderlik yetenekleri önemlidir. Bu becerileri geliştirmek, sektördeki başarılı bir profesyonel olmanızı sağlar.

  1. Sürekli Öğrenme ve Yenilikçi Düşünme

Spor sektörü, teknolojinin ve yenilikçi fikirlerin hızla geliştiği bir alandır. Sürekli öğrenme ve sektördeki yeni trendleri takip etme, rekabetin önünde kalmanıza yardımcı olacaktır. Yenilikçi düşünerek ve sektördeki değişimleri takip ederek, kariyerinizi uzun vadeli başarıya dönüştürebilirsiniz.

Spor sektörü, pek çok fırsat sunuyor ve kariyer yapmak isteyenler için geniş bir alan oluşturuyor. Yukarıda belirtilen adımlar, sektöre adım atarken size güçlü bir temel oluşturacaktır. Her aşamada yenilikçi düşünmek ve sektördeki gelişmeleri takip etmek, başarıya giden yolun anahtarlarıdır.

2025 FIFA Agent Mock Exam 3

By
Jamie Khan
-
fifa exam books
Photo by Jessica Ruscello on Unsplash

1. As a general rule, between what ages does a player receive training that may be used for the calculation of training compensation? Select one:

a. 12-21

b. 12-23

c. 10-23

d. 10-21

 

2. Golden FC are a professional club known for recruiting top talent from around the world. They would like to sign Gabby and have provided her with a contract stipulating the following: “The validity of this contract is strictly subject to a successful medical examination and the granting of a work permit.” Which of the following apply? Select one or more:

a. The contract would remain valid regardless of the results medical examination, but the player would be required to obtain a work permit in order for the contract to be valid

b. The contract would be valid and binding regardless of the results of the medical examination

c. The whole contract would be considered null and void

d. The clause would be considered null and void

 

3. On which of the following laws do FIFA’s judicial bodies primarily base their decisions? Select one:

a. European Law

b. Swiss Law

c. FIFA Statutes and regulations

d. Law chosen by the parties

 

4. Which of the following clauses in a Representation Agreement is null and void when representing players? Select one:

a. Requirement for the service fee to be paid in EUR

b. Statement that the service fee is 1%

c. Automatic extension of a Representation Agreement in the case of a new employment contract with a club

d. Statement that the Representation Agreement will be drafted in Arabic

 

5. Outside the EU/EEA, the final calendar year of training may occur before the calendar year of the player’s 21st birthday if: Select one or more:

a. It is established that the player no longer attends training sessions

b. It is established that the player completed their training before that time

c. It is established that the player terminated their academic education

d. The player has obtained a recognised coaching diploma

 

6. Which situations are not subject to a decision of the Players’ Status Chamber of the FIFA Football Tribunal Select one or more:

a. International transfer of a national player who is a minor

b. First registration of a nine-year-old player

c. First registration of a non national player who is a minor

d. First registration of a national player who is a minor

 

7. Which of the following would be considered an Approach to a player? Select one or more:

a. A meeting with a player’s brother

b. A message to a player on social media

c. An email to a player

d. None of the answers listed

 

8. If a player fails to comply with a financial (or non-financial) decision issued by a competent decision-making body within the relevant association, which body is competent to enforce that decision? Select one or more:

a. The Court of Arbitration for Sport

b. The association of the body that has issued the decision

c. The player’s new association if the player has, in the meantime, registered with a club affiliated to another association

d. The FIFA Disciplinary Committee

 

9. Florian is a new Football Agent from Austria who was contacted by Kemoh, the father of a 13-year-old named Flastoh, who is currently playing in Malaysia. Kemoh would like Florian to represent Flastoh and get him an employment contract in Footballia, a country which has recently won the FIFA World Cup™ and is very well known for its development of young players. In his e-mail, Kemoh mentions that Florian would be paid EUR 50,000 if he managed to secure a trial and contract for Flastoh in one of Footballia’s top clubs. After checking the relevant regulations of Footballia, Florian establishes that a professional contract in Footballia may only be signed at the age of 16 and that all Football Agents representing minors must have a national certificate for child safeguarding. What may Florian do to represent Flastoh? Select one or more:

a. Complete Footballia’s national certificate for child safeguarding

b. Nothing, Flastoh is too young to be represented in Footballia

c. Represent Flastoh for trials but not for contract negotiations and charge EUR 25,000

d. Complete the FIFA CPD for representation of minors

 

10. In order to maintain their licence, what does a football agent have to do, among others, on an annual basis? Select one or more:

a. Comply with the continuing professional development requirements

b. Pay the licence fee to FIFA

c. Ensure that their insurance policy is valid

d. Retake the FIFA Football Agent Exam

 

11. In the context of the first registration of a professional, training compensation is due… Select one:

a. to every club with which the player has previously been registered in accordance with the player’s career history as stated in the player passport) and that has contributed to their training, starting from the calendar year of their 12th birthday

b. to every club with which the player has previously been registered (in accordance with the player’s career history as stated in the player passport) and that has contributed to their training, starting from the calendar year of their 15th birthday

c. to every club with which the player has previously been registered (in accordance with the player’s career history as stated on Transfermarkt) and that has contributed to their training, starting from the calendar year of their 12th birthday

d. to the last two clubs with which the player was previously registered (in accordance with the player’s career history as stated in the player passport) and that has contributed to their training starting from the calendar year of their 12th birthday

 

12. Which of the following items or pieces of information regarding a Football Agent needs to be included in a transfer agreement where one of the parties has been represented by that Football Agent? Select one:

a. Photograph

b. Copy of passport

c. Letter from confederation

d. Licence number

 

13. Who needs to provide a copy of a club’s Representation Agreement when requested to do so by a Client? Select one:

a. FIFPRO

b. A Football Agent

c. The association to which the club is affiliated

d. Nobody

 

14. Which of the following sanctions may not be appealed before the FIFA Appeal Committee? Select one or more:

a. A fine of CHF 50,000

b. A suspension of one match

c. A suspension of ten matches

d. A warning

 

15. Who needs to approve a Client to represent themselves in a Transaction? Select one:

a. Nobody

b. Football Agent with an exclusive Representation Agreement

c. The association with which the Client was last registered

d. FIFA

 

16. How may a Football Agent provide Football Agent Services? Select one or more:

a. As an employee of a club

b. As a freelancer/on a self-employed basis

c. As an employee of an Agency

d. As a youth coach of a club

 

17. Failure to safeguard: Select one or more:

a. undermines the integrity of the member association, academy or club

b. hurts children

c. undermines the growth and integrity of football

d. hurts no one

 

18. Which of the following activities constitute Football Agent Services? Select one or more:

a. Representing Clients before the FIFA Football Tribunal

b. Negotiating with a coach for a Client to be called up to their respective representative team for the FIFA World Cup™

c. Organising trials with clubs

d. Negotiating the termination of a professional contract

 

19. Amongst other requirements, how many monthly salary instalments need to be outstanding in order to have just cause to terminate the contract in accordance with article 14bis of the FIFA Regulations on the Status and Transfer of Players? Select one:

a. At least two monthly salary instalments

b. A fixed amount of USD 10,000

c. At least one monthly salary

d. A fixed amount of USD 5,000

 

20. Two individuals, Cain and Meshif, have registered a company called The Line Agency in Jordan with the aim of representing local players and finding opportunities for them in other parts of the world. They have decided that Cain will be the CEO of The Line Agency and Meshif will obtain a Football Agent licence. Their employee, Drew, is a scout who has identified Kana as a prospective young player with the potential to continue playing professionally abroad. Kana is currently under a one-year exclusive Representation Agreement with Sufi, her Football Agent. Who may make an Approach to Kana to propose that she be represented by The Line Agency before the transfer window closes in one week? Select one or more:

a. Drew

b. Nobody

c. Meshif

d. Cain

Answers

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

How did you get on? Still some work to do? Join Dr Erkut Sogut and Daniel Geey for the ultimate FIFA Football Agent Exam preparation course here! An 8-hour comprehensive course covering exam content, practice questions and successful strategy as well as an Alumni networking and discussion Whatsapp group.

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“I’m Not an Agent, I’m the Manager”

By
Dr. Erkut Sogut
-
Photo by Nicole Geri on Unsplash

Inside the world of unlicensed caretakers shaping football careers in Africa, Asia, and South America — and why they see themselves above agents in the game’s unspoken hierarchy

By Dr. Erkut Sogut – Founder, International Football Federation of Agents

In many parts of the world, a football player’s career doesn’t begin with a scout, a licensed agent, or a professional academy. It begins with a helping hand.

That hand often belongs to someone the industry doesn’t officially recognize. The so-called “manager,” “caretaker,” or simply a trusted local figure. These are not FIFA-licensed agents. They are not registered intermediaries. But in countries across Africa, Asia, and South America, they play a central and often invisible role in shaping careers.

These caretakers provide boots, food, shelter, and travel money to young players who have the talent to succeed but lack the financial resources to pursue a football career. Some pay for passports. Others feed entire families. And they don’t ask for anything at first.

But when the player succeeds, maybe gets a chance to trial abroad or signs their first professional contract, that is when things become complicated.

The Silent Partners in a Player’s Journey

These so-called managers often step into negotiations as uninvited but emotionally binding participants. They are not licensed to represent the player, but they expect and demand a share of any commission involved in the player’s transfer or contract.

In some cases, they ask to split the agency fee fifty-fifty with the licensed agent. In others, they seek a cut from the player’s salary or even from the transfer fee, although this is far less common.

These deals are usually not official. They are done quietly, on the side, often under the label of a consultancy fee or advisory payment. But in reality, it is a form of unregulated third-party involvement. One that treads a fine line between investment and control.

“I’m Not an Agent, I’m the Manager”

Ask many of these caretakers how they define themselves, and they’ll respond without hesitation: “I’m not the agent. I’m the manager.”

To them, being a manager carries more weight than simply being a registered intermediary. The manager is the one who has been there since day one. He planned the journey, helped the player survive, introduced him to the right people, and kept hope alive when there was none.

In their minds, the licensed agent is someone who shows up at the final chapter to complete the paperwork and collect a commission. But the manager believes he built the story.

This perception creates a power imbalance that agents must carefully navigate. The manager doesn’t just want a cut of the deal. He believes the player belongs to him. Not legally, but emotionally and morally. And that belief can shape, control, or even limit a player’s future.

Even more, these managers often decide which licensed agent the player will work with when it comes time to sign a deal. They are the ones making the calls, doing the introductions, and selecting the agent they believe will serve their own interests. The player rarely makes that decision independently. In this way, the so-called manager becomes a gatekeeper with real influence over who earns what and how the career unfolds.

Embedded in the System

In many cases, when these managers request a portion of the transfer fee, it’s not simply about past support. It often reflects their ties to people inside the club or academy where the player currently plays. These connections are rarely coincidental.

Sometimes, the club president or owner is directly involved with the manager. In other cases, the manager is actually a club official operating in an unofficial role outside the formal structures. This dual positioning allows them to control both the player and the deal-making process.

Because of this access, they are not only able to benefit from a cut of the transfer fee but also secure long-term income through ongoing payments structured as consultancy or agent-like fees. The result is a deeply embedded network that exists largely outside of regulatory oversight and is difficult to challenge, especially for agents who are trying to operate within FIFA’s rules.

“We Invested in Him First”

As someone who has spent time across Africa, Asia, and South America, I have personally witnessed this dynamic in many corners of the football world. I have met these so-called managers in person. Some are coaches. Others are neighbors or local businessmen. Most are simply people trying to help a young talent from their community.

It is important to understand that they do not always start with bad intentions. In many cases, families ask for help. Money for food, boots, travel costs, even medical expenses. The caretaker steps in to support the boy and his dream, often when no one else does.

In rare situations, perhaps only one percent, these individuals do not expect anything in return. But in the remaining ninety-nine percent, they want something back. From their perspective, it is only fair. They were there before the agents, before the clubs, before the contracts. They see themselves as early investors.

This kind of grassroots support can sometimes mean the difference between a player giving up and moving forward. But it also lays the foundation for future complications, especially when the line between loyalty and leverage becomes blurred.

The Legal and Ethical Dilemma for Agents

For licensed agents, this creates a serious dilemma. FIFA regulations prohibit agents from sharing commission fees with unlicensed individuals. Any breach could lead to sanctions or suspension.

Yet in practice, many agents face a difficult choice. Either involve the so-called manager in a side deal or risk losing the player altogether. In some cases, these managers even hold the player’s passport, have power of attorney documents, or control bank accounts. They have total access and therefore total leverage.

So agents create workarounds. They sign consulting agreements or make unofficial payments. Everyone knows it is happening. No one talks about it publicly.

A Grey Zone That Hurts the Player

The ones caught in the middle are the players themselves. Bound by loyalty, pressure, and sometimes fear, many feel they have no say in how their careers are negotiated.

Some continue paying their managers directly from their salaries long after they have signed with professional clubs. Others feel trapped, unable to fully break free from arrangements that were never formalized but carry deep emotional weight.

In rare but real cases, players have been kept from opportunities abroad because their so-called managers refused to cooperate with official agents or demanded an unrealistic cut from the deal.

What Needs to Change?

This system is complex. It is born out of need, nurtured by poverty, and perpetuated by the absence of structured pathways for talent.

There are no easy answers. On one hand, these managers often provide vital support in places where academies and federations fall short. On the other hand, the lack of regulation leaves room for exploitation and long-term control over young athletes’ futures.

If football truly wants to protect its players and professionalize its practices globally, it must confront this grey zone. That may mean creating legal pathways for early supporters to be acknowledged. Or better yet, expanding formal support structures so no thirteen-year-old has to rely on an unlicensed investor for food or boots.

Until then, licensed agents will continue walking a tightrope. Trying to act within the rules while navigating the realities that exist far beyond the reach of FIFA statutes.

FIFAサッカー・エージェント試験の新しい制度

By
Kent Hayashi
-
Photo by Yanhao Fang on Unsplash

FIFAは、2025年3月4日から施行されるサッカーエージェント試験の大幅な構造変更を導入した。この更新は、これまでの会場での対面方式から完全なオンライン方式への移行を意味し、より厳格な監視プロトコルと技術的要件の改訂が行われる。この変更は、公平性、透明性、標準性を高め、場所に関係なく、すべての受験者が一貫性のある厳重に管理された条件のもとで試験を受けられるようにするためのものとなる。

以前の制度では、受験者は各国サッカー協会が提供する指定試験会場で直接受験する必要があった。この方式では、試験環境を管理することは可能だが、技術的なサポートやインターネットへのアクセス、試験会場の設備が異なる協会もあり、試験環境には大きなばらつきがあった。さらに、印刷された学習ノート（個人的に注釈を入れたハードコピーを含む）の持ち込みを許可している協会もあれば、より厳しい制限を課している協会もあり、許可される資料に関する規則にも一貫性がなかった。

現在、FIFAは会場での試験をすべて廃止し、オンラインのみの形式とした。この変更により、受験者は必要な技術、インターネットの安定性、適切なワークスペースを確保する責任を負うことになる。また、新システムでは、受験者のパソコンにカメラとマイクへのアクセスを義務付け、スマートフォン端末による二次監視を行うなど、セキュリティ対策も強化されている。試験官が受験者を直接監視していた従来とは異なり、FIFAはAIを活用した監視ツールで行動を追跡し、不審な行動をリアルタイムで検知する。

もう一つの重要な変更点は、60分間の試験時間中にすべての休憩が廃止されたことである。これまでは、受験者が監視された状況下でトイレ休憩を取ることが許されていたが、今後は許されない。試験が始まったら、受験者はカメラに映ったまま、時間切れまで着席していなければならない。受験者が席を離れたり、長時間目を離したり、インターネット接続が切れたりした場合、その受験は即座に無効となり、将来のセッションに再申請する必要がある。

さらにFIFAは、試験の不正行為に関するより厳しい規則を導入した。以前の制度では、無許可の通信、外部資料へのアクセス、電子機器の使用などの違反があった場合、そのセッションの受験資格を剥奪される可能性があったが、受験者は多くの場合、それ以上の影響を受けることなく、次に受験可能な試験日に再申請することができた。新しい規則では、カンニング、スクリーンショットの撮影、試験内容の外部共有などの重大な違反があった場合、今後の試験への出席停止につながる可能性がある。極端な場合、受験者はFIFAエージェントのライセンス取得を永久に禁止される可能性さえある。

この更新により、FIFAは統一され、厳格に規制された試験プロセスを構築し、試験条件の矛盾をなくし、不公平な優位性を防ぐことを目的としている。受験者は、技術的な準備とルールの理解の両面で、十分な準備をしなければならない。

試験の形式と合格条件

FIFAフットボール・エージェント試験は、これまでの会場での対面式に代わり、すべてオンラインで実施されるようになる。この変更により、受験者は指定された試験会場に出向く必要がなくなり、必要な技術的セットアップと気が散らない環境を確保する責任を負うことになる。試験時間は従来どおり60分で、合格するには75%以上の得点が必要となる。

この試験は、選手の移籍、契約、仲介者の責任、一般的なサッカーガバナンスを含むFIFA規則に関する受験者の知識を評価する多肢選択問題で構成されている。問題は、事実上の知識だけでなく、代理人が選手やクラブを代理する際に遭遇する可能性のある実際のシナリオにFIFAの規則を適用する受験者の能力をテストするように設計されている。

最も大きな規則変更のひとつは、試験中の休憩の厳禁である。これまでは、受験者が監視付きのトイレ休憩を要求することが許されていたが、新制度ではいかなる中断も許されない。つまり、試験が始まったら、受験者は60分が経過するまで着席し、カメラに映り、試験に集中しなければならない。技術的な問題、個人的なニーズ、偶発的な切断など、いかなる理由であれ、セッションを離脱した場合は自動的に失格となり、受験者は次に受験可能な試験日を待って再受験しなければならなくなる。

このように条件が厳しくなっていることから、FIFAは受験者に対し、試験を開始する前に、信頼できるインターネット接続、必要なすべての機器、静かで中断のないスペースを確保し、問題なく試験を完了できるよう、十分に準備することを強く勧めている。

試験環境の技術的側面と設定

試験はすべてオンラインで実施されるため、FIFAは、安全で標準化され、厳重に監視された試験環境を確保するために、厳しい技術要件を導入している。FIFAは試験中のテクニカルサポートを提供しないため、受験者は各自の責任において試験環境を整え、維持する必要がある。

試験を受けるには、受験者は以下のものにアクセスできなければならない：

  • カメラとマイクが完全に機能するノートパソコンまたはデスクトップパソコン。FIFAの監視システムは、受験者の行動を追跡し、不正を検知するためにこれらの機器に依存している。
  • 副次的なモニタリング目的で使用されるスマートフォン。受験者は、ワークスペースを見渡せるような位置にスマートフォンを置くことが求められる場合があります。試験中、スマートフォン自体を他の目的に使用することはできない。
  • 安定した信頼できるインターネット接続。FIFAは、インターネットに障害が発生した場合、その受験は無効となり、試験を再開する機会はないことを明言しています。受験者は、いずれかの時点で接続を失った場合、そのセッションは終了し、次に利用可能な試験日に再申請しなければならない。

このような技術的要件は非常に重要であるため、FIFA は受験者に対し、試験日前に十分な時間 をかけてデバイス、インターネットの速度、ウェブカメラの機能をテストすることを強く推奨する。インターネット接続、ハードウェアの故障、ソフトウェアの不具合など、試験中に技術的な問題が発生した場合、受験者には時間の延長や同じセッションでの再受験は認められません。次の試験日まで待ち、再申請する必要がある。

また、受験者は、フレームから外れたり、視界が悪くなったり、不審な行動をとったりすると、審査や失格のフラグが立てられる可能性があるため、気が散らない静かで明るいワークスペースを確保する必要がある。

試験会場と実施方法

この試験は現在、すべてオンラインで実施されているが、FIFAは受験者に、気が散ったり外部からの援助がない、静かでプライベートな環境で試験を受けることを求めている。試験環境は正式な試験環境に近いものでなければならず、世界中のすべての受験者に公平性と完全性を保証するものでなければならない。これらの基準を実施するため、FIFAはいかなる不正行為や規則違反も検知・防止する厳格な監視手段を導入している。

監視システムには以下のものが含まれる：

  • 受験者のノートパソコンまたはデスクトップ・カメラによるライブ・ビデオ監視。
  • 受験者のワークスペースを見る角度を追加するために、必須のスマートフォン端末を使用した二次監視。これにより、無許可の補助や外部の参考資料なしに試験が完了することが保証される。
  • 不審な動き、過度の視線移動、異常な背景音、または不正行為の可能性のある兆候を検出するAI駆動の行動追跡。システムによってフラグが立てられた場合、受験者のセッションが見直され、失格や今後の試験への出場停止につながる可能性がある。

受験者は 60 分間の試験時間中、着席し、カメラに映り、完全に集中していなければならない。長時間画面から目を離したり、何らかの形でコミュニケーションをとったり、許可されていない資料を使用しようとしたりすると、自動的に違反フラグが立つことがある。頻繁に体勢を変えたり、声を出して話しているように見えたりするような些細な違反でも、さらに精査され、失格となる可能性がある。

不必要な問題を避けるため、FIFAでは受験者が事前に試験環境を整え、良好な照明、中立的な背景、気が散る可能性のない環境を確保することを強く推奨している。部屋に人が入ってきたり、雑音が入ったり、インターネットが中断されるなどの妨害があった場合、自動的に失格となり、受験者は次の試験日に再申請しなければならない。

許可および禁止されている項目

FIFA は、受験者が試験環境に置いてよいもの、置いてはいけないものについて明確なガイドラインを設けています。ワークスペースに許可されていない物品が発見された場合、即座に失格となり、深刻な場合は今後の受験が停止される場合があります。

✔️ 許可項目

候補者には以下のものが認められる：

教材、受験者のノートパソコンまたはデスクトップにデジタル保存されているものに限る。印刷物、手書きのメモ、学習資料の入った外部記憶装置は厳禁。

視力矯正が必要な場合は、処方眼鏡。

試験中のメモ用にペンと白紙1枚。ただし、使用前と使用後にカメラに見せて、あらかじめ書いたメモが入っていないことを確認。

FIFAオンライン試験プラットフォームに組み込まれた内蔵電卓。外部電卓は使用できません。

❌ 禁止事項

試験中、以下のものは厳禁です：

モニター用に必要なものを除く携帯電話。この携帯電話は指示されたとおりに置かなければならず、試験中は他のいかなる機能にも使用できない。

スマートウォッチやヘッドフォンなど、インターネットに接続できるスマートデバイス。

FIFA公式試験プラットフォーム以外の外部ウェブサイトにアクセスすること。インターネットを閲覧しようとしたり、許可されていないタブを開こうとすると、違反としてフラグが立てられる。

印刷された書類、手書きのメモ、物理的な学習資料。印刷された規定を持参することができた以前の試験とは異なり、新システムでは、試験に使用するノートパソコン上のデジタル学習資料のみが許可される。

物理的な計算機。必要な計算はすべて、FIFAプラットフォームに内蔵されている計算機を使って行わなければならない。

FIFAは、許可されていない資料へのアクセス、他者との通信、禁止されている機器の使用を試みることは、重大な違反として扱われることを強調している。これらの規則を破った受験者は、直ちに失格となり、今後の受験が禁止される可能性がある。問題を回避するため、受験者は試験を開始する前に自分のワークスペースを十分にチェックし、許可されたもの、禁止されたものの規定をすべて遵守していることを確認する事を勧める。

試験における不正行為とその結果

FIFAは、試験中の不正行為に関して厳格なゼロトレランス・ポリシーを採用しています。受験者はすべてのガイドラインと規則を遵守することが求められ、これを怠ると、今後の試験の永久禁止を含む厳しい結果を招く可能性がある。以下の行為は固く禁じられている：

  1. 不正行為： 無許可の教材やツールの使用、外部からの援助（他人かデジタルソースかを問わない）など、不当な利益を得ようとする行為は、直ちに懲戒処分の対象となりえる。これには、ノート、書籍、無許可のオンライン資料の使用が含まれるが、これらに限定されず。
  2. 試験内容の録画または共有： 受験者は、スクリーンショットの撮影、録画、試験内容の共有を禁止されている。これには、スクリーンショット、ビデオ、またはあらゆる形式のデジタル通信による情報の配布が含まれる。試験資料の一部または全部を共有することは、FIFAのポリシーに直接違反する行為となる。
  3. 無許可のコミュニケーション 試験中に誰かと話すことは、対面であろうと電子的手段（電話、チャットアプリ、ソーシャルメディアなど）であろうと禁止されている。これには、援助や情報交換を得ようとしていると受け取られる可能性のあるあらゆる形態のコミュニケーションが含まれる。
  4. 許可なく試験を離れること： 受験者は、指定された試験セッションが正式に終了するまで、その場に留まらなければならない。適切な許可なく試験会場やセッションを離れることは、重大な行動違反となる。
  5. なりすまし行為： 他の受験者になりすましたり、受験者に代わって他の受験者に受験させようとする行為は、最高レベルの精査と処罰の対象となる。これには、直接のなりすましと、ある受験者が他の受験者の代理として作品を提出する談合の両方が含まれる。

受験者がこれらの規則のいずれかに違反していることが発覚した場合、FIFAは次回に予定されている試験への参加を停止し、より深刻な場合には、今後のFIFA試験への参加を永久的に禁止する権限を有する。処分の重さは違反の内容によって異なり、違反を繰り返した場合はより厳しい処分が下される。

さらにFIFAは、疑わしい行為を検知するために、AIを活用した高度な監視システムを試験に組み込んでいる。これらのAIツールは、不正行為や不誠実な行為を示唆するパターンを特定することができ、受験者が気づかれずにシステムを迂回することをますます困難にしている。この技術革新は、試験プロセスの完全性を保護し、すべての参加者にとって公平な環境を確保するためのものだ。

受験者は、ややこしい事態を避けるため、試験規則をよく確認し、それに従うことを強くお勧めする。これらのポリシーに違反すると、試験の成功が危ぶまれるだけでなく、FIFA内での評判や将来の機会を得る資格も危うくなる可能性がある。

結果と不服申し立ての手続き

受験者は、試験終了後14日以内にEメールで結果を受け取る。FIFAはまた、受験者が自分の解答を確認し、どこに間違いがあったかを理解することができるレビュープロセスを導入した。ただし、試験結果に対する異議申し立ては認められなくなった。

不合格の場合、受験者は次に受験可能な試験日を待って再試験を受けなければならない。例外はなく、FIFAは個別の再試験は行わない。

最後に

FIFAサッカー・エージェント試験の新しいルールは、より安全で、標準化され、透明性の高い評価プロセスへの大きな転換を意味する。より厳しい監視、休憩の禁止、不正行為への寛容さなど、受験者は試験に臨む前に十分な準備が必要だ。

成功の可能性を高めるために：

  1. ノートパソコン、スマートフォン、インターネット接続がFIFAの要件を満たしていることを確認する。
  2. 許可されたデジタル学習教材を使って規則に慣れること。
  3. 失格を避けるため、すべての行動規則に注意深く従うこと。

これらの最新のガイドラインを理解し遵守することで、受験者は自信を持って新しい試験形式を利用し、FIFAフットボールエージェントライセンスの取得を目指すことができます。

Multisport Commercial Crossovers: How Athletes Transcend Their Sport

By
Jamie Khan
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Photo by Fonsi Fernández on Unsplash

The Power of Multisport Advertising

For athletes, achieving fame and commercial value within their own sport is a massive challenge. But in today’s sports marketing landscape, the very top athletes have managed to transcend their own disciplines, becoming global icons recognised across multiple sports. A key driver of this crossover appeal? Multisport advertising campaigns.

The concept is simple: bring together stars from football, basketball, tennis, and beyond to create an ad that resonates across multiple fan bases. The execution, however, requires precision, choosing the right mix of athletes, storytelling, and brand alignment to maximise impact. Some of the most memorable sports ads have done exactly that, forging unexpected connections between sports and expanding their reach beyond a single audience.

Nike has mastered this formula. From its legendary “Write the Future” campaign, which featured football icons like Cristiano Ronaldo alongside basketball superstars, to cross-sport collaborations such as LeBron James and Serena Williams, Nike has consistently blurred the lines between sports. The brand’s “The Cage” (2002) campaign was another standout, featuring football greats like Ronaldinho, Thierry Henry, and Francesco Totti. More recently, Nike has showcased athletes like Kylian Mbappé, Serena Williams, and Giannis Antetokounmpo in a single campaign, uniting football, tennis, and basketball under one global brand.

Pepsi has also thrived in the multisport space. Its iconic commercials have included everyone from Lionel Messi to Serena Williams, creating an aspirational yet entertaining showcase of elite talent. The 2024 “Thirst for Greatness” campaign brought together Erling Haaland, Messi, NBA star Jayson Tatum, and F1’s Max Verstappen in a single blockbuster ad, reinforcing the brand’s connection to global sports culture.

Red Bull, known for its extreme sports focus, has taken a slightly different approach. Rather than relying on mainstream sports alone, the brand blends niche and traditional athletes in its campaigns. A single Red Bull ad might feature an F1 driver, a mountain biker, and a snowboarder, emphasising the company’s ethos of pushing limits across all sports.

Beyond Sportswear and Beverages

Tech companies like Apple and Samsung are prime examples. Apple’s recent Apple Watch campaign featured marathon champions, NBA stars, and even professional surfers, highlighting the product’s versatility across different sports and lifestyles. Samsung, on the other hand, used a mix of esports athletes, cyclists, and footballers in its Galaxy smartphone ads, emphasising how technology connects athletes of all disciplines.

Luxury brands have also embraced this trend. Gucci, for instance, has positioned itself at the intersection of sport and fashion, working with footballers like Jack Grealish, partnering with NBA stars, and featuring tennis icons in its campaigns. Louis Vuitton’s long-running strategy includes collaborations with legends like Roger Federer, Lionel Messi, and Cristiano Ronaldo, reinforcing its image as a universal symbol of excellence. Similarly, Rolex’s roster of ambassadors spans tennis, golf, F1, and even yachting, appealing to a high-net-worth, multisport audience.

Automotive brands are another major player in this space. Mercedes-Benz has enlisted F1 champions like Lewis Hamilton alongside footballers and Olympic sprinters, showcasing the brand’s speed and precision across multiple sports. BMW, meanwhile, has featured a blend of elite athletes, pairing motorsport drivers with global football and rugby stars, to highlight the performance and prestige of its vehicles. Even Tesla has joined the trend, using high-profile athletes from different backgrounds to promote its sustainable vision.

As more industries recognise that sports fandom isn’t confined to a single game, expect to see even more brands blurring the lines between disciplines, leveraging multisport appeal to engage broader audiences.

When Athletes Crossover into Other Sports

Beyond advertising, some athletes have actively engaged with other sports, further boosting their crossover appeal. These interactions not only increase their commercial value but also introduce them to entirely new audiences. Whether through collaborations, ownership stakes, or direct participation, these crossovers enhance an athlete’s marketability while strengthening their personal brand across multiple sports.

Take Jamal Musiala and Jimmy Butler, for example. When the Bayern Munich star linked up with the former Miami Heat forward in December 2024, their meeting sparked a wave of interest across fan bases. Basketball fans started following Musiala, while German football supporters became more aware of Butler. Their interaction was a mutually beneficial moment that expanded their influence across sports and continents.

NFL players have been making waves in football (soccer!), too. Tom Brady’s investment in Birmingham City and JJ Watt’s stake in Burnley have significantly increased their visibility in the UK. Once known almost exclusively within American football circles, these players are now regularly mentioned in European sports media, appearing at matches and engaging with football culture. Brady’s involvement with Birmingham City led to immediate commercial traction, with the club gaining media coverage in the U.S., while Watt’s presence at Burnley games has introduced the club to an entirely new segment of American sports fans. These moves have not only strengthened their personal brands but have also opened the door for European sponsorship deals that wouldn’t have been available to them before.

Similarly, LeBron James has leveraged his crossover appeal in football. As a part-owner of Liverpool FC, his ties to the club have led to Nike creating special-edition LeBron x Liverpool sneakers, merging basketball and football fandoms. His presence at Anfield and occasional social media posts about the club keep him relevant in football conversations, expanding his influence well beyond the NBA.

Even golf has become a crossover destination. Gareth Bale, after retiring from football, has actively participated in professional-level golf tournaments, gaining sponsorship interest from golf brands. Similarly, NBA stars like Steph Curry and Tony Romo have competed in golf pro-ams, showcasing their skills in a different sport and expanding their brand appeal to golf audiences.

Athlete crossovers aren’t just about personal interest, they are strategic moves that expand fan bases, attract new sponsorships, and enhance long-term brand value. As sports continue to globalise, expect to see even more stars leveraging their fame across multiple disciplines, creating new commercial opportunities in the process.

The Future of Multisport Marketing for Footballers

As global sports culture becomes more interconnected, footballers who actively engage with other sports will gain a significant commercial edge. Whether through advertising campaigns, social media collaborations, or direct involvement in different disciplines, expanding beyond football can open up new revenue streams, sponsorship deals, and fan bases. The most marketable players will be those who position themselves not just as football stars, but as global sports icons.

For brands, the message is clear: the future of sports marketing isn’t confined to a single game. Fans follow personalities, rivalries, and moments that transcend individual sports. Footballers who embrace this shift, by connecting with athletes from other sports, investing in new ventures, or even participating in crossover events, will maximise their commercial value and remain relevant long after their playing careers end.

 

Mundial de Clubes 2025: ¿Quién se suma al Grupo D junto a Chelsea y Flamengo?

By
Luis Fernando Espejo
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Por Luis Fernando Espejo y Emiliano Hernández

La decisión de la FIFA de excluir al Club León del Mundial de Clubes 2025 marca un momento crucial en la regulación de la multipropiedad en el fútbol (MCO, por sus siglas en inglés). Si bien la propiedad de múltiples equipos por parte de grupos económicos se ha convertido en un modelo común en el fútbol moderno, las crecientes preocupaciones sobre la integridad competitiva están impulsando una supervisión regulatoria más estricta. La exclusión de León subraya la postura cada vez más estricta de la FIFA respecto a las estructuras de propiedad y plantea preguntas clave sobre cómo responderá el fútbol mundial ante estos cambios normativos.

La Decisión de FIFA y el Recurso Legal de León

El reglamento del Mundial de Clubes de la FIFA prohíbe que participen en el mismo torneo clubes que pertenezcan a un mismo propietario o que estén bajo una influencia significativa común. León, propiedad del Grupo Pachuca—que también controla al CF Pachuca, equipo ya clasificado—fue considerado inelegible. Sin embargo, León ha apelado esta decisión ante el Tribunal de Arbitraje Deportivo (TAS), argumentando lo siguiente:

  • Principio de Taxatividad y No Retroactividad: La FIFA no puede aplicar restricciones nuevas de manera retroactiva para descalificar a León luego de haber asegurado su clasificación. Las reglas y sanciones deben ser claras, específicas y establecidas con anterioridad para garantizar la equidad, la certeza jurídica y la previsibilidad en la toma de decisiones.
  • Mérito Deportivo y Justicia: El club se ganó su lugar al conquistar la Liga de Campeones de Concacaf 2023; su exclusión socava la integridad de la competencia.
  • Cumplimiento Normativo: León ha cooperado plenamente con la FIFA, sin que existan violaciones que justifiquen su exclusión.
  • Independencia Administrativa: Un fideicomiso garantiza la separación financiera y operativa de León respecto al Grupo Pachuca.
  • Precedentes: FIFA y UEFA han permitido que clubes como RB Leipzig y RB Salzburg, o Girona y Manchester City, compitan bajo medidas de cumplimiento específicas.
La Disputa Legal de Alajuelense

Liga Deportiva Alajuelense (LDA) de Costa Rica ha presentado una queja por separado ante el TAS, argumentando que la multipropiedad entre León y Pachuca infringe los principios de competencia justa. LDA sostiene que ningún equipo tiene un derecho superior al suyo para participar en el próximo Mundial de Clubes. Esta disputa legal podría influir en futuras decisiones sobre gobernanza en cuanto a la elegibilidad de los clubes y la regulación de las estructuras de propiedad a nivel mundial, avivando aún más el debate sobre el enfoque de la FIFA hacia la multipropiedad.

Posibles Escenarios y el Futuro de la Regulación MCO

La resolución del caso de León podría sentar un precedente sobre cómo se regula la multipropiedad en el fútbol global y específicamente en México. Entre los posibles escenarios se encuentran:

  • El TAS revoca la decisión de la FIFA y permite competir a León.
  • Alajuelense clasifica según el ranking FIFA si se limita a dos equipos por país entre Liga MX y MLS.
  • Club América clasifica por ranking de Concacaf.
  • Philadelphia Union clasifica según su ranking Concacaf, salvo que aplique la regla de máximo tres clubes por país.
  • LAFC clasifica como subcampeón de la Concacaf Champions League 2023.
  • Columbus Crew clasifica como subcampeón de la Concachampions 2024.
  • Tigres clasifica como último campeón de Concacaf.
  • Recientemente se propone un partido entre LA FC vs America para definir el lugar  mencionado.

El club que sustituya a León se unirá al Grupo D del Mundial de Clubes, donde enfrentará a Flamengo, Chelsea y Espérance de Tunis. Habrá que esperar el fallo del TAS antes del inicio de la competencia, previsto para el 14 de junio de 2025.

El Impacto Financiero para el Club León

Más allá de las implicaciones deportivas y legales, León enfrenta una pérdida financiera significativa debido a su exclusión. A menos que el TAS falle a su favor, el club dejaría de percibir 9.55 millones de dólares, el ingreso estimado por su participación en el Mundial de Clubes. Además, de haber avanzado de fase, León habría podido acceder a premios aún mayores:

  • Octavos de final: + 7.5 millones USD
  • Cuartos de final: + 13.125 millones USD
  • Semifinales: + 21 millones USD
  • Subcampeón: + 30 millones USD
  • Campeón: + 40 millones USD

Dada la magnitud de estos incentivos económicos y la exposición global del torneo, varios clubes podrían considerar legítima su candidatura para reemplazar a León. La falta de claridad en los criterios de selección podría desencadenar ciertos escernarios.

El Debate Permanente sobre la Multipropiedad

El debate en torno a la multipropiedad no es nuevo en el fútbol. Sin embargo, los casos anteriores han demostrado que el verdadero problema no es la propiedad en sí, sino la independencia en la gestión y toma de decisiones entre clubes. Si el Club León logra demostrar esta separación ante el TAS, podría sentar un precedente clave en la jurisprudencia del derecho deportivo, aportando claridad para futuros casos.

Implicaciones para el futuro en la Multipropiedad

El desenlace de este caso también podría generar cambios significativos en los dueños del fútbol mexicano. Clubes como Tijuana, Querétaro, León, Pachuca, Mazatlán y Puebla—todos bajo estructuras de multipropiedad—podrían enfrentar reconfiguraciones en sus esquemas de propiedad. Además, si FIFA y Concacaf refuerzan sus regulaciones, la liga podría verse obligada a exigir que los grupos de propietarios con varios equipos vendan alguno de ellos para cumplir con los requisitos para torneos internacionles.

Una Nueva Era de Supervisión Regulatoria

Más allá de este caso particular, la decisión de la FIFA marca el inicio de una nueva era de regulaciones sobre la multipropiedad en el fútbol global. Los clubes, inversionistas y organismos rectores deberán adaptarse a un escenario donde el poder financiero ya no será suficiente por sí solo.

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