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    “Bring Me an Offer, and We’ll Talk” – The Modern Dilemma for Agents

    By
    Dr. Erkut Sogut
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    Photo by Romain Dancre on Unsplash

    In today’s football landscape, there is a phrase agents hear more often than they would like:

    “Bring me an offer from a club, and then we can work together.”

    It sounds simple. Logical, even. But beneath this seemingly straightforward request lies one of the biggest challenges modern agents, especially young and upcoming ones, are facing.

    This has become a routine practice, almost a ritual. Players, and more commonly their family members, repeat this to several agents at once. It turns the player’s representation into an open contest: whoever delivers the first club offer gets the right to represent them.

    The Rise of the Family Representative

    More and more players today are being “represented” by family members, most often the father. On Transfermarkt, this is even reflected in the Agent section, where instead of a licensed intermediary or agency, it simply says:

    “Family Member”

    This small detail speaks volumes. It highlights how common it has become for players to rely on a relative, often someone with no formal training or experience, to handle one of the most critical aspects of their career.

    These family members often act as the decision-makers and gatekeepers, telling interested agents:

    “Bring us an offer, and then we’ll talk.”

    And so begins a chaotic process where multiple agents chase club contacts with no agreement in place, while the family reserves the right to choose whichever option looks best later, if they respond at all.

    But Agents Are Not Clubs

    This is a fundamental misunderstanding of what agents do. We do not offer contracts. We facilitate them.

    Only agents with strong, long-term relationships with clubs can even attempt to deliver serious interest. And even then, clubs will be cautious if they hear the same player has been pitched by multiple different agents. It makes the situation look unprofessional and desperate.

    When ten different agents approach the same club with the same player, it devalues the player’s image. Clubs are less likely to respond, and the player risks missing out entirely.

    The Agent’s Dilemma: Even an Offer Is Not Enough

    Let’s assume you do everything right. You manage to secure interest from a club. Maybe you even get them to put together an official offer. Great, right?

    Not necessarily.

    Because the moment you go back to the family with that offer, you may hear:

    “Thank you. We’ll think about it.”

    And just like that, you are out of the picture.

    Why? Because you never had a written agreement. The player or the family can now take that offer, or even just the idea of interest, and shop it around. They may hand the deal to another agent to finalize. Or they may go directly to the club themselves.

    Even the club may not want to talk to you.

    When there is confusion about who represents the player, most clubs will ask:

    “Do you have a representation contract?”

    And if you do not, many clubs will avoid the risk and go straight to the source—the player or the family. In fact, clubs often rely on this method. When in doubt, they ask the player directly, “Who is your agent?”

    And the answer, more often than not, is:

    “My father” or “My family”

    So even if you bring value, create the connection, or spark the interest, without a contract you have no ground to stand on.

    Trust Is Good, But Contracts Are Better

    Yes, relationships in football often begin with trust. But trust alone will not protect your work.

    If there is no signature, there is no structure. And in football, verbal trust without a written agreement leaves you wide open to being used, replaced, or ignored.

    A Better Use of Time and Energy
    Instead of chasing uncertain opportunities, agents can focus their efforts in smarter ways:

    Support your existing clients. Build their careers and deepen the trust.
    Scout and sign players who are ready to commit, not just those testing the market.
    Collaborate with trusted agents, those with players in hand who need support in specific regions.

    Build relationships with clubs. That is the long game that creates real opportunities.

    A Final Thought

    The agent-player relationship should be built on trust, alignment, and long-term vision, not on who can bring the fastest offer.

    Players and families must understand that good representation is not about quick transactions. It is about shared goals, strategy, and continuity.

    And agents must remember their value, protect their time, and stop being baited into an unwinnable game.

    Being an agent is about more than just delivering offers. It is about building futures. And that starts with mutual respect, clear roles, and written agreements.

    The Business Model of Football Kits and Merchandise: Inside the Billion-Dollar Game

    By
    Jamie Khan
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    0
    Photo by Bibesh Manandhar on Unsplash

    Football clubs have undergone a remarkable transformation over the past three decades, evolving from local sporting institutions primarily focused on match results into sophisticated global entertainment brands with diverse revenue streams. This shift represents one of the most significant changes in the business of football, with merchandise and kit deals now forming a cornerstone of club finances.

    Unlike the traditional revenue sources of ticket sales and broadcasting rights, merchandise offers clubs a direct connection to global fanbases that transcends geographical boundaries. According to Deloitte’s Annual Review of Football Finance, merchandise and commercial partnerships now account for approximately 40% of revenue for elite European clubs, with kit deals specifically representing between 5-15% of total annual income.

    The Economics Behind Football Kits

    The financial machinery behind football kit sales reveals a surprising reality about where fan money actually goes. When supporters purchase a standard replica shirt at the typical price point of £75, the revenue distribution creates a complex ecosystem that often leaves clubs with a surprisingly small slice of the pie. Manufacturers like Nike and Adidas command the lion’s share, capturing approximately 60% (£45) of each sale to cover design, production, marketing, and profit margins. Retailers claim the next largest portion at roughly 20% (£15), covering their operational costs and markup. Government taxation through VAT accounts for another 10% (£7.50), leaving clubs with just the final 10% (£7.50) from each shirt bearing their crest and colors.

    This stark breakdown explains why clubs only receive approximately £31 from the average seasonal fan expenditure of £317 on merchandise, despite the emotional connection supporters feel when purchasing official club products. The economics become even more fascinating when examining outlier cases like Real Madrid, who have vertically integrated their merchandise operation by owning their distribution network. This strategic business decision allows the Spanish giants to capture around £38 per shirt, roughly five times what most clubs receive, creating a significant competitive advantage in merchandise revenue that helps fund their galáctico transfer policy and stadium investments while demonstrating how innovative commercial structures can dramatically alter the financial equation for ambitious clubs.

    Record-Breaking Kit Deals

    The financial scale of kit manufacturing partnerships has entered truly staggering territory, reflecting both football’s global commercial power and the fierce competition between sportswear giants for prestigious club associations. Real Madrid’s landmark deal with Adidas, valued at £1.2 billion over eight years, represents an unprecedented financial commitment that provides the club with approximately £150 million annually, a figure that exceeds the total operating budget of many respectable European clubs.

    Arsenal’s partnership, worth £600 million over five years, similarly demonstrates how these arrangements have become fundamental financial pillars rather than supplementary income streams. Perhaps most telling is Barcelona’s emergency sale of future kit rights for £171 million upfront cash during their 2021 financial crisis, effectively mortgaging a future revenue stream to address immediate liquidity challenges. This desperate measure illustrates how kit deals have evolved far beyond simple manufacturer relationships into sophisticated financial instruments that can be leveraged, restructured, or even collateralised.

    Modern kit partnerships now commonly include complex clauses related to performance bonuses, minimum guarantees, and international marketing commitments that require specialised legal and commercial expertise to negotiate. The evolution of these arrangements reflects how thoroughly the business of football has professionalised, with clubs increasingly operating as sophisticated global enterprises where commercial partnerships can become as strategically important as the players on the pitch or the tactics employed by managers.

    Innovation Driving Sales

    The most forward-thinking clubs have recognised that maximising kit revenue requires creative approaches that transcend traditional designs and release schedules. Paris Saint-Germain’s groundbreaking collaboration with Jordan Brand represents perhaps the most successful example of football-fashion crossover, driving an astonishing 3 million sales in 2024 and establishing the Parisian club as a legitimate lifestyle brand that appeals to consumers far beyond traditional football supporters. This partnership specifically targeted the lucrative North American and Asian markets where basketball aesthetics command significant cultural currency, demonstrating how strategic collaborations can unlock entirely new consumer segments.

    Arsenal’s meticulously designed retro collection, which sold 300,000 units within just 48 hours of release, capitalised on the powerful combination of nostalgia and limited availability, creating a sense of urgency among supporters while appealing to the growing vintage football aesthetic popular with younger demographics.

    Perhaps most emblematic of football’s commercial future is Inter Milan’s cryptocurrency-based kit launch that generated £4.2 million through NFT revenue alone, completely separate from physical shirt sales. This pioneering approach created digital scarcity and collectability while engaging tech-savvy supporters in an innovative ownership model. The most successful merchandise strategies now incorporate elements from luxury fashion marketing—including limited drops, designer collaborations, and artificial scarcity—suggesting that football’s commercial future increasingly resembles the strategies employed by premium lifestyle brands rather than traditional sporting goods manufacturers.

    Strategic Global Marketing

    The contemporary approach to kit releases has evolved into a sophisticated global marketing strategy that carefully targets distinct geographical and demographic segments. Manchester United exemplifies this approach by strategically releasing multiple kits annually, each designed with specific markets and consumer preferences in mind.

    The traditional home kit maintains continuity with club heritage to satisfy core supporters and preserve brand identity. The away kit typically incorporates European design sensibilities and historical references that resonate with the club’s continental fanbase. Third kits increasingly feature bold, experimental designs with particular color schemes and cultural references calibrated to appeal to Asian markets, where merchandise sales are growing exponentially and younger fans embrace distinctive aesthetics. Fourth kits often incorporate streetwear influences and contemporary fashion trends to capture the North American market, where football competes with established sports for cultural relevance and commercial attention.

    This meticulously segmented approach, combined with region-specific marketing campaigns and strategic ambassador relationships, has enabled Manchester United to generate a remarkable £267 million in annual merchandise revenue, a figure that exceeds the total operating income of most professional football clubs worldwide.

    The sophistication of these global marketing strategies demonstrates how thoroughly data-driven and consumer-focused top clubs have become, treating different geographical markets as distinct segments requiring tailored approaches rather than applying the one-size-fits-all model that characterised football merchandise in previous decades.

    Emerging Trends

    The football kit industry stands at the intersection of multiple transformative trends that promise to reshape how supporters engage with club merchandise in the coming years. Sustainability has emerged as a significant frontier, exemplified by Forest Green Rovers’ groundbreaking kit produced from recycled coffee grounds, a carbon-negative product that appeals to environmentally conscious supporters while generating significant positive press coverage for a relatively small club.

    This approach reflects growing consumer demand for ethical production processes, with several Premier League clubs now incorporating recycled ocean plastic and other sustainable materials into their official merchandise. Technological integration represents another evolving frontier, demonstrated by AC Milan’s augmented reality-enabled home shirt that allows supporters to access exclusive digital content, player interactions, and match highlights by scanning elements of the physical jersey with their smartphones. Barcelona’s development of smart fabric technology takes this concept further by incorporating biometric sensors that can track movement and performance metrics, creating a direct connection between professional player analytics and the consumer experience.

    These innovations point toward a future where football kits transcend their traditional function as team identifiers or fashion statements to become interactive platforms that offer digital experiences, performance insights, and evolving content. The convergence of sustainability, technology, and interactive experiences suggests that football merchandise is entering a new era where the physical product serves as merely the starting point for a more comprehensive relationship between supporters and their clubs, potentially creating entirely new revenue streams and engagement opportunities.

    The Democratisation of Kit Success

    Perhaps most interestingly, smaller clubs are finding success through design-focused approaches. Venezia FC, despite playing in Italy’s lower divisions, has achieved remarkable sales in Japan by prioritising distinctive design and limited-edition releases.

    Football clubs have undergone a remarkable transformation over the past three decades, evolving from local sporting institutions primarily focused on match results into sophisticated global entertainment brands with diverse revenue streams. This shift represents one of the most significant changes in the business of football, with merchandise and kit deals now forming a cornerstone of club finances.

    Unlike the traditional revenue sources of ticket sales and broadcasting rights, merchandise offers clubs a direct connection to global fanbases that transcends geographical boundaries. According to Deloitte’s Annual Review of Football Finance, merchandise and commercial partnerships now account for approximately 40% of revenue for elite European clubs, with kit deals specifically representing between 5-15% of total annual income.

    The Liverpool-Adidas Deal: A Case Study in Modern Kit Partnerships

    Liverpool FC’s recent announcement of a multi-year partnership with Adidas serves as a perfect case study of how these relationships have evolved into complex financial arrangements with far-reaching implications for both parties.

    Historical Context

    This reunion carries significant historical weight. Liverpool and Adidas first collaborated from 1985 to 1996, a golden period that saw the club win multiple league titles and European trophies while sporting iconic designs that remain collector’s items today. Their second partnership from 2006 to 2012 coincided with Liverpool’s transition into American ownership under Fenway Sports Group (then New England Sports Ventures).

    The Financial Architecture

    The club’s outgoing arrangement with Nike represents the modern template for kit deals. Rather than the fixed-fee models of the past, Liverpool received:

    • A guaranteed base payment of £30 million annually
    • A royalty structure providing 20% of all net sales on Liverpool-branded merchandise
    • Performance bonuses tied to on-field achievements

    This innovative structure, negotiated by Liverpool CEO Billy Hogan, pushed the total value beyond £60 million annually—significantly outperforming the previous New Balance deal despite the lower guaranteed base payment.

    Sources with knowledge of the new Adidas agreement indicate it represents a substantial increase over these figures. Industry analysts estimate the guaranteed component could reach £50-60 million annually, with the royalty percentage potentially rising to 22-25%. Over the likely 5-7 year term, the deal could be worth between £350-500 million depending on Liverpool’s sporting performance and global sales figures.

    Strategic Timing and Market Context

    The timing of this announcement is particularly notable as it comes after:

    1. The post-pandemic recovery of retail markets globally
    2. Liverpool’s significant expansion in Asian and North American markets
    3. The appointment of Arne Slot as manager, representing a new era for the club
    4. Adidas’s aggressive strategy to reclaim market share from Nike in the football category

    For context, this deal follows other recent manufacturer partnerships including:

    • Real Madrid and Adidas: £1.2 billion over 8 years (£150m annually)
    • Manchester United and Adidas: £900 million over 10 years (£90m annually)
    • Barcelona and Nike: £100 million annually
    • Manchester City and Puma: £65 million annually
    The Performance-Incentivised Structure

    The performance-based component of Liverpool’s new deal represents the cutting edge of kit partnership models. Rather than fixed payments regardless of outcomes, Liverpool’s earnings will fluctuate based on:

    • League position and Champions League qualification
    • Trophy achievements across all competitions
    • Global retail performance metrics
    • Digital engagement and merchandising innovation

    This alignment of incentives encourages both parties to maximise commercial opportunities while giving Adidas greater confidence in their significant investment. For Liverpool, it potentially increases the total value while creating additional revenue certainty compared to pure royalty models that are vulnerable to market fluctuations.

    Industry analysts note that these performance-incentivised structures are becoming the norm among elite clubs, with Arsenal, Tottenham, and Juventus all implementing similar models in their recent manufacturer agreements. This represents a significant evolution from the fixed-fee approaches that dominated until the mid-2010s.

    Conclusion

    The football kit business has evolved from simply outfitting teams to becoming a cornerstone of club finances. As Liverpool’s return to Adidas demonstrates, these partnerships continue to grow in financial significance while becoming increasingly sophisticated in their structure and global marketing approach.

    The most successful clubs recognise that merchandise is no longer just about producing team wear, it’s about creating cultural artifacts that resonate with fans worldwide, regardless of their connection to the actual sport.

    The Student Athlete – Edition #39

    By
    Ali Afzal-Khan
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    Welcome to the 39th edition of The Student Athlete, your digital source for the latest and most impactful stories in the life of student-athletes.

    This week we dive into:

    • Inside the Journey: Todd Golden’s rapid success in revitalizing Florida basketball and leading the Gators to national prominence.
    • How to Network Without It Feeling Like Networking: Tips for making natural connections as a student-athlete.
    • Feed Your Sleep: A Student Athlete’s Guide to Recovery: Nutrition tips for better sleep and recovery.
    • Exclusive Interview: Cedric Lemaire of Rutgers University shares his journey, goals, and motivations as a soccer player.

    The Parents Week – Edition #51

    By
    Ali Afzal-Khan
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    Welcome to the 51st edition of The Parents Week, your digital source for the latest and most impactful stories in football family dynamics and career management.

    This week, we dive into:

    • Number of Successful Transitions by Type and by Season A graph from the European Club Association showing data on successful player transitions.
    • Progressionism Over Perfectionism: A Path Worth Taking as a Football Parent Encouraging parents to focus on steady growth and resilience rather than perfectionism, to help their children thrive both on and off the pitch.
    • Pro|FA Academy Insight An overview of the Pro|FA Academy’s role in developing young football talent in the UK, highlighting their training programs, success stories, and educational offerings.

    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 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 Women’s League – Edition #42

    By
    Ali Afzal-Khan
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    0

    Welcome to the 42nd edition of The Women’s League, your digital source for the latest and most impactful stories in Women’s football.

    This week we dive into:

    • Michele Kang, owner of the Washington Spirit, is injecting an additional $25 million into U.S. Soccer to support the women’s game
    • Who is Alix Bruch?
    • On the Market: Eileen Gleeson
    • Cracking The Data: Total Value of the Top 5 National Teams

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

    By
    Noureddine Seddiki
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    0
    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.

    Formato e Estrutura do Exame de Agente de Futebol da FIFA

    By
    Ruben Figueira
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    Photo by Billy Albert on Unsplash

    A FIFA introduziu mudanças estruturais significativas no Exame de Agente de Futebol, que entrarão em vigor a partir de 4 de março de 2025. Estas atualizações marcam a transição do modelo anterior, baseado em avaliações presenciais em locais específicos, para um formato totalmente online, com protocolos de monitorização mais rigorosos e requisitos técnicos revistos. O objetivo das alterações é reforçar a equidade, a transparência e a padronização do exame, garantindo que todos os candidatos, independentemente da sua localização, realizem a prova em condições consistentes e rigorosamente controladas.

    No sistema anterior, os candidatos tinham de comparecer presencialmente aos locais de exame designados pelas respetivas Associações Nacionais de Futebol. Embora este modelo permitisse algum controlo, havia grandes variações nas condições de aplicação, com algumas associações a oferecerem diferentes níveis de suporte técnico, acesso à internet e infraestrutura. Além disso, as regras relativas aos materiais permitidos eram inconsistentes — algumas associações autorizavam o uso de anotações impressas (incluindo cópias com marcações pessoais), enquanto outras impunham restrições mais severas.

    Agora, a FIFA eliminou completamente os exames presenciais e adotou um formato exclusivamente online, exigindo que os candidatos realizem a prova num ambiente privado e autogerido. Esta mudança transfere uma maior responsabilidade para os candidatos, que devem garantir que dispõem da tecnologia necessária, de uma ligação estável à internet e de um espaço adequado. O novo sistema também introduz medidas de segurança reforçadas, incluindo o uso obrigatório da câmara e do microfone do computador, bem como uma monitorização secundária através de um smartphone. Ao contrário do modelo anterior, com supervisão presencial, a FIFA utilizará ferramentas de monitorização baseadas em inteligência artificial para detetar comportamentos suspeitos em tempo real.

    Outra alteração importante é a eliminação de qualquer tipo de pausa durante os 60 minutos de exame. Anteriormente, era permitido sair para ir à casa de banho sob supervisão; agora, isso já não será possível. Assim que o exame começa, o candidato deve permanecer visível na câmara e sentado até ao final. Se o candidato abandonar o local, desviar o olhar durante um período prolongado ou perder a ligação à internet, a sua tentativa será automaticamente invalidada, obrigando a uma nova inscrição para outra data.

    Adicionalmente, a FIFA implementou regras mais rígidas para casos de má conduta. No modelo anterior, infrações como comunicação não autorizada, acesso a materiais externos ou uso de dispositivos eletrónicos podiam levar à desqualificação da sessão, mas os candidatos tinham a possibilidade de refazer o exame na data seguinte disponível. Com o novo regulamento, infrações graves — como copiar, capturar e partilhar o conteúdo do exame — podem resultar na suspensão de futuras participações no exame e, em casos extremos, no banimento permanente da licença de agente FIFA.

    Com estas atualizações, a FIFA procura estabelecer um processo de exame uniforme e estritamente regulamentado, eliminando inconsistências e prevenindo vantagens injustas. Os candidatos devem estar totalmente preparados, tanto em termos técnicos como no conhecimento das regras, uma vez que qualquer falha pode resultar na perda da tentativa.

    Formato do Exame e Critérios de Aprovação

    O Exame de Agente de Futebol da FIFA passa agora a ser realizado inteiramente online, substituindo o modelo presencial. Esta mudança elimina a necessidade de deslocações e aumenta a responsabilidade dos candidatos em garantir um ambiente técnico adequado e livre de distrações. O exame mantém a duração de 60 minutos e exige uma pontuação mínima de 75% para aprovação.

    O exame é composta por questões de escolha múltipla que avaliam o conhecimento dos regulamentos da FIFA, incluindo transferências de jogadores, acordos contratuais, responsabilidades dos intermediários e governança do futebol. As perguntas são concebidas para testar não só o conhecimento teórico, mas também a capacidade de aplicar as regras da FIFA em situações práticas.

    Uma das alterações mais significativas é a proibição total de pausas durante o exame. No modelo anterior, era permitido solicitar pausas para ir à casa de banho; agora, qualquer interrupção é proibida. Uma vez iniciado o exame, o candidato deve permanecer sentado, visível na câmara e concentrado até ao final. Qualquer saída da sessão, por motivo técnico, pessoal ou desconexão acidental, resultará na desqualificação imediata.

    Dada a maior rigidez das novas condições, a FIFA recomenda fortemente que os candidatos se preparem com antecedência, garantindo uma ligação estável, todos os equipamentos necessários e um ambiente silencioso e sem interrupções.

    Requisitos Técnicos e Configuração

    Uma vez que o exame passa a ser 100% online, a FIFA estabeleceu requisitos técnicos rigorosos para garantir um ambiente padronizado e seguro. Os candidatos são inteiramente responsáveis pela configuração do ambiente de prova, uma vez que a FIFA não fornecerá suporte técnico durante o exame.

    Os requisitos incluem:

    • Computador (portátil ou de secretária) com câmara e microfone funcionais, que devem permanecer ativados durante toda a prova.
    • Smartphone para monitorização secundária, posicionado para fornecer uma visão adicional do ambiente de exame. O telemóvel não pode ser utilizado para qualquer outro fim.
    • Ligação à internet estável. Qualquer interrupção invalidará automaticamente a tentativa de exame, exigindo nova inscrição.

    A FIFA recomenda testar previamente os dispositivos, a velocidade da internet e a funcionalidade da câmara. Problemas técnicos durante a prova (como falhas de hardware, software ou conexão) não darão direito a tempo adicional ou a uma nova tentativa na mesma sessão.

    O local do exame deve ser silencioso, bem iluminado, com fundo neutro e livre de distrações. Movimentos fora do enquadramento da câmara, perda de visibilidade ou comportamento suspeito podem levar à desqualificação.

    Itens Permitidos e Proibidos

    A FIFA estabeleceu diretrizes claras sobre os itens autorizados e proibidos durante o exame.

    ✔️ Permitidos:

    • Materiais de estudo, desde que armazenados digitalmente no computador utilizado para o exame.
    • Óculos graduados.
    • Caneta e uma única folha em branco para anotações, que deve ser mostrada à câmara antes e depois.
    • Calculadora integrada na plataforma do exame (calculadoras externas são proibidas).

    ❌ Proibidos:

    • Telemóveis (exceto o utilizado para monitorização).
    • Smartwatches, auriculares e outros dispositivos inteligentes com acesso à internet.
    • Acesso a sites externos ou separadores não autorizadas.
    • Materiais impressos, anotações manuscritas e dispositivos de armazenamento externo.

    Qualquer forma de comunicação com terceiros.

    O incumprimento destas regras pode resultar na desqualificação imediata e na suspensão de futuras tentativas.

    Resultados e Processo de Apelo

    Os resultados serão enviados por e-mail até 14 dias após a realização do exame. A FIFA permite que os candidatos revejam as suas respostas e consultem os erros, mas não será possível recorrer do resultado.

    Em caso de reprovação, o candidato deverá aguardar a próxima data disponível para refazer o exame— sem exceções ou reavaliações individuais.

    Considerações Finais

    As novas regras do Exame de Agente de Futebol da FIFA representam uma mudança significativa para um processo mais seguro, padronizado e transparente. Com monitorização rigorosa, ausência de pausas e uma política de tolerância zero para infrações, os candidatos devem estar completamente preparados.

    Para aumentar as hipóteses de sucesso:

    • Verifique se o seu computador, telemóvel e ligação à internet cumprem os requisitos.
    • Estude com materiais digitais permitidos.
    • Cumpra rigorosamente todas as regras de conduta.

    Com a devida preparação e conhecimento das novas diretrizes, os candidatos poderão realizar o exame com confiança e dar um passo importante na obtenção da Licença de Agente FIFA.

    The Players Week – Edition #8

    By
    Ali Afzal-Khan
    -
    0

    Welcome to the 8th edition of The Players Week, your ultimate digital source for the latest and most impactful stories in the world of football players.

    This week we explore:

    • “Conscious Breathing”: A Life Skill for Composing Yourself
    • Vegan Match Day Menues
    • Financial Planning for Life After Football – Part II: Managing Your Earnings Wisely
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