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Who is Gianni Piccatti?

By
The Football Week
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Gianni Piccatti standing with folded arms in a black Como Women polo during his profile interview for The Football Week.
Gianni Piccatti of Como Women during his feature interview for The Football Week. His insights shed light on coaching identity, development, and the modern game.

He sold lawn mowers before he ever scouted footballers, returned to school when the system offered him no path forward, and built a football career without having played the game professionally. Today, Gianni Piccatti is one of the most intriguing young minds in European women’s football.

Gianni Piccatti is the Scouting Manager at FC Como Women, where he plays a central role in player evaluations, transfer operations and international recruitment. Known for his multilingual background, analytical mindset and unconventional path into the sport, he has developed a unique perspective on how clubs operate, how departments interact and how talent is identified. His experience ranges from event management to coaching, from data and analysis to adaptive sports environments such as Atalanta For Special and the Luxembourg Paralympic Committee.

What makes Piccatti stand out is not only his football competence, but the resilience and curiosity that define his career. From a hardware store apprenticeship at age 15 to scouting in Serie A Femminile, his journey reflects an industry increasingly shaped by diverse skill sets and multidimensional leaders.

“You can learn anything if you really want to.”

Our exclusive interview with Gianni Piccatti

You are currently Scouting Manager at FC Como Women. What are your main responsibilities in this role, and how does your approach to scouting differ in women’s football compared to men’s?

As a Scouting Manager, my primary responsibility is to identify and assess talent that can improve our current squad. I have the privilege of working directly with our Sporting Director, supporting him in evaluating players, communicating with agents, taking part in transfer negotiations and welcoming new players to the club.

Since I speak five languages, I naturally build and maintain international relationships. Beyond that, I do much of what you expect from a scout: watching football and spending a lot of time in spreadsheets.

The main difference compared to the men’s game is that you operate in a much faster changing environment with fewer available resources. Federations professionalising leagues, new clubs entering the women’s game or increased investment can drastically change the scouting landscape from one transfer window to the next.

Information about contracts, statistics or even video footage is not always as easily available as on the men’s side, but that is also what makes the job dynamic and enjoyable.

You have already gained experience across several areas of sport, from event management to coaching and analysis. How have these different roles shaped your perspective on football management?

I always aimed to work in a managerial role in sports, so I wanted to understand the different realities within different organisations. Today, people are expected to specialise in one specific field. Specialists are essential, but relying too much on them creates blind spots across an industry.

Sports is already a niche, and football within it is another niche that we further break down into highly specialised departments. Working across different functions allowed me to understand how a decision in one department can affect many others. The lack of cooperation can create tension and misunderstandings.

A specialist view is usually narrow. My broader background helps me see the full picture and stay open to alternative perspectives.

For example, scouts often ignore the commercial value of a signing because they focus on evaluating qualities on the pitch, which is absolutely their main job. But when you understand the impact a player can have on sponsorship, visibility or brand recognition, you cannot ignore that aspect completely. A commercially valuable signing can increase revenues, which then benefits the scouting department in the long run with more resources and a stronger pull for future targets.

Your professional journey was not a typical one, from working in a hardware store as a teenager to returning to school later and eventually building a career in football. How did these experiences influence your work ethic and your view on opportunity in sport?

When I was 15, I failed in school and was left with no option but to start an apprenticeship at a hardware store because I was denied the chance to continue the education I wanted.

Working there taught me valuable lessons that have carried me to where I am today. I knew nothing about the equipment we were selling, yet I figured it out. You can learn anything if you really want to. Today, I work in football even though I never played competitively. Because I was able to sell lawn mowers without ever having mown a lawn, I firmly believed that I could work in football without being able to control a ball.

After finishing the apprenticeship, I contacted the director of my local high school and asked for permission to return to education. There was no clear path to what I wanted, so I created one myself. She accepted my request, and I entered a program where I studied alongside people four years younger than me.

It took me four more years to finish the degree, with no special treatment. That qualification allowed me to pursue higher education in International Sports Management and Business. I walked a path that technically did not exist in our system.

People doubted me and support was limited, but I believed in my own direction. That experience shaped me. I now see barriers as hurdles to jump over.

“If you are willing to give, you will be able to receive.”

At Atalanta For Special and the Luxembourg Paralympic Committee, you worked in inclusive and adaptive sports environments. What have these experiences taught you about leadership and motivation?

Both experiences shaped me in different ways.

At the Luxembourg Paralympic Committee, I met high performance athletes with visible disabilities. Seeing a shot putter compete without an entire leg changed how I think about sport. It taught me to focus on what can be done, not on what cannot.

For example, when I played badminton competitively, I had a major foot injury and was out for six months, but I never missed a training session. I came back stronger because I adapted sessions by sitting or standing differently. If an athlete can train without a leg, I can train with a foot injury.

Atalanta For Special taught me something else. When I moved to Bergamo, I wanted to get involved in football somehow. Despite not speaking Italian at the time, the project welcomed me. I gave everything to the players, but they gave me even more. For a full year, they were my only constant in Italy. Volunteering there helped me learn Italian and take my first steps on the pitch.

The lesson is simple. If you are willing to give, you will be able to receive.

Having lived and worked in Luxembourg, the Netherlands and now Italy, you bring a strong international background to your career. How has this multicultural experience influenced your communication and decision-making in football?

Speaking several languages and living in different cultures broadened my perspective. I always adapt my communication to the environment. In some cultures, you get straight to business. In others, you need a conversation over coffee first.

Language shapes thinking. Some terms are so powerful they travel across languages, like “Raumdeuter” becoming common in English after Thomas Müller popularised it. Speaking many languages allows me to understand different interpretations of the game.

I am open to how other cultures think, understand their reasoning and apply it to my life and work. For example, I started sleeping on the floor to fix back pain after learning it is common in many cultures. My friends thought I was crazy, but it worked.

Every culture has something to offer. Being open minded gives you more tools to solve problems. If your own culture does not offer a solution, another one might.

FC Como Women is a growing name in Serie A. What excites you most about contributing to the club’s project and long-term vision?

I have followed Italian football with passion my whole life. Being part of this environment sometimes still feels unreal.

FC Como Women’s unique position as a women-only club without decades of history makes us an underdog, a position I am very comfortable in. I am excited to see where Mercury 13 will take the multi-club ownership model and how the acquisition of more clubs will shape our reality in Italy.

With the potential promotion of Como 1907’s women’s team, a local rivalry could grow. Competition would increase, but it is also an opportunity to distinguish ourselves as the reference for women’s football in Italy. And who does not love a derby?

Looking ahead, what are your long-term goals in football? Do you see yourself continuing in scouting and coordination, or moving into a broader sporting director role?

My ultimate goal is to become a Sporting Director. I believe I have built a strong foundation for that role. My profile is unique because I do not have the traditional football background, so I still need to position myself correctly in the industry and jump over another hurdle.

Right now, I focus on learning, helping the club grow and developing as a professional. There is no rush as long as I am learning, enjoying myself and moving in the right direction.

Lowri Roberts Appointed Bristol City Women Interim CEO

By
The Football Week
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Lowri Roberts sits in the stands at Bristol City Women after being appointed Interim CEO under the new Mercury13 ownership.
Bristol City Women announce Lowri Roberts as Interim CEO on October 29, 2025 at the Robins High Performance Centre in Bristol, England. (Photo by Rogan/Bristol City)

Bristol City Women has appointed Lowri Roberts as Interim Chief Executive Officer.

Following the formal approval by WSL Football of the acquisition by Mercury13 of a majority stake in the club, Roberts formally takes the reins of the Robins as they push for promotion from the Barclays WSL2 back to the WSL.

Roberts brings 17 years of experience of working in the elite women’s game, including five years as Head of Women’s Football at the Football Association of Wales and five years at the English FA, working across marketing and commercial roles building visibility and fandom for the Lionesses and the Barclays Women’s Super League.

She has a lot of experience in women’s elite sport and will provide head coach Charlotte Healy with the support she needs to take us back into the top flight.

Chief Strategy Officer at Mercury13 Hannah Haynes, who led the acquisition, added: “We are delighted that Lowri is now leading Bristol City Women following formal approval of the acquisition by WSL Football. She has a lot of experience in women’s elite sport and will provide head coach Charlotte Healy with the support she needs to take us back into the top flight.”

Roberts returns to the Robins 15 years after she started as a coach in Bristol City Women’s Centre of Excellence and progressed to running all marketing and communications, match operations, and commercial partnerships.

Bristol City Women Board Director Lisa Knights added: “Throughout her time away from us Lowri has always remained in touch and an advocate of Bristol City Women. She led the consultancy work on our three-year strategy launched last October and she is ideally placed to step into this role. I look forward to her working with the Board, Mercury13 and the wider team at the Robins High Performance Centre and Ashton Gate Stadium, as we move into an exciting new era for the women’s club.”

Lowri Roberts returns 15 years after beginning her journey at Bristol City Women, now stepping in to lead the club into a new era.

The first deal of its kind in English football is the second investment in European football by Mercury13, the multi-club ownership group dedicated to the advancement of women’s football. This follows its entry into the Italian Serie A with the acquisition in 2024 of Como Women, who are currently in second place.

About Mercury13

Co-founded by Victoire Cogevina Reynal and Mario Malavé, Mercury13 is a multi-club ownership group focused on acquiring majority stakes in professional women’s football teams across Europe. The vision of the group is to become the benchmark in the women’s club ownership industry by identifying and investing in the clubs of the next decade, while enhancing their commercial capabilities to engage a large but historically underserved audience of women’s football fans.

The group’s acquisition strategy is founded on a core principle: women’s football is a different game, and fans seek a distinct experience. Mercury13 is led by executives with proven track records in sports, investment, and technology. The founding team brings together unique expertise, skills, and perspectives that position them to become a leading operator in this sector.

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

Football, Coal and the Identity of Mining Cities

By
Bayram Aybasti
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West Ham stadium store with supporters browsing merchandise, highlighting the club’s working-class roots and industrial identity.
The West Ham stadium store reflects the club’s deep working-class heritage, shaped by the industrial and mining culture of East London. A modern space that still carries the symbols and spirit of its origins. CybJubal, CC BY-SA 4.0, via Wikimedia Commons

How Mining Cities Created the World’s Toughest Football Clubs

Mining cities are unlike anywhere else on earth. They are places where people do not simply work; they endure. Where the first lesson every child learns is not the alphabet, but the weight of danger. Where every family has at least one memory that begins in darkness: a siren at dawn, a father who didn’t return on time, a mother waiting at the window with a fear she no longer knows how to express aloud.

In such places, life is shaped by rhythms deeper than industry. The clanking of machinery underground. The silence after a shift ends. The pride of hands worn by labour. The collective instinct to hold one another upright, because survival is never personal; it is shared.

And in these towns, football becomes the brightest thing in the world.

For the sons of miners, the pitch is a rare piece of open sky. For the workers, it is the only place where the breath feels free. For entire communities, it is the single ritual that lifts the weight from their chests.

Football is not a pastime. It is an emotional shelter. A cultural mirror. A declaration of identity so powerful that even when the mines close, the memory does not.

Across continents, in coal belts, copper deserts and ports blackened by industry, similar stories emerge. Cities built by labour, shaped by fear, held together by solidarity — and each one gave birth to a football club that carries the soul of its people.

Germany

Germany’s Ruhr region, for instance, breathes football the way miners once breathed coal dust. Schalke 04 is perhaps the clearest example of what a miners’ club truly is. Entire districts of Gelsenkirchen were built to serve the pits, and every family carried the culture of danger in their bones. “Glück Auf,” the miner’s blessing, still rolls off tongues inside the stadium as if it were stitched into the fabric of the blue shirt. Schalke supporters don’t simply cheer; they inherit. Loyalty is not a choice — it is blood memory.

Nearby Dortmund and Bochum share the same industrial heartbeat. In Dortmund, the Yellow Wall stands like a modern monument to working-class unity, thousands moving as one, just as miners once did underground. In Bochum, the entire identity of the club is built on humility and stubborn pride. Aue, carved into the side of the Ore Mountains, carries the emotions of uranium miners who lived with the quiet fear of invisible danger. Rot-Weiss Essen, born in the shadow of steel giants, fills its terraces with the echoes of generations who walked straight from the shafts to the stadium with dust still on their boots.

Loyalty is not a choice — it is blood memory.

Türkiye

Across the Black Sea, Türkiye’s Zonguldak tells a similar story. A city raised entirely by coal, where entire neighbourhoods exist because a mine once operated beneath them. Zonguldak Kömürspor is not merely a club; it is a historical diary. Every match feels like a tribute to those who went underground and did not return. Every cheer sounds like a collective exhale, as if football itself helps the city breathe.

Chile

In Chile’s Atacama Desert, Cobreloa emerged from an environment so harsh that even survival feels like victory. The men and women of Calama live with heat, isolation and the economic inequalities of mineral wealth. Their club, built beside one of the world’s largest copper mines, reflects exactly that: proud, tough, impossible to break. Two Libertadores finals were not accidents; they were the echo of desert endurance.

Czechia

Czechia’s Baník Ostrava was literally born in the hands of miners, in a city defined by smoke, steel and union banners. Baník supporters carry an identity carved from resistance and authenticity. Poland’s Górnik Zabrze and Zagłębie Lubin represent two sides of the same industrial coin — one shaped by coal, the other by copper. Their fan cultures are defined by labour, migration and the dignity of rebuilding life after war.

Ukraine

And then there is Shakhtar Donetsk, perhaps the most emotionally charged miners’ club of the modern era. “Shakhtar” means miner. Its crest carries the hammer and pick. But its story today — of a city displaced, a home lost — has turned football into a living memory. For many fans, Shakhtar is the final connection to a place they can no longer return to.

United Kingdom

Across the United Kingdom, where industrial towns built the modern world, clubs like West Ham, Sunderland, Newcastle, Swansea and Cardiff carry the remnants of working-class defiance. East London dockworkers shaped the soul of West Ham. In Sunderland, the Stadium of Light stands on old colliery ground, making football a living tribute to the past. Newcastle’s supporters still carry the tribal intensity of Tyneside’s coal and shipyard workers. In Wales, Swansea and Cardiff are surrounded by the ghosts of mining villages, union struggles and anthems that once rose from valley to valley.

Australia

Even in Australia, where Newcastle’s harbour sent coal ships across the world, the region’s football culture grew from workers’ teams formed more than a century ago. The modern Jets still carry that industrial DNA beneath their badge.

For them, football is the continuation of collective life — one more place where they stand together, one more moment where the weight lifts.

The Shared Identity of Mining Clubs

All of these clubs, despite oceans, languages and histories separating them, share something profound: the emotional architecture of a mining town. Loyalty born from hardship. Unity forged under pressure. Communities that gather not out of luxury, but out of need. For them, football is the continuation of collective life — one more place where they stand together, one more moment where the weight lifts.

Mining-city football is not glamorous. It is honest. It is not romanticised. It is lived. It is not corporate. It is human.

These clubs were built not by investors, but by men who wiped coal dust from their eyes. Not by committees, but by workers who needed a place to breathe. Not by marketing departments, but by families who needed something — anything — bright in a world of grey.

The miners built the cities. The cities built the clubs. And the clubs keep the miners’ stories alive.

In the end, these teams are not just sporting institutions; they are monuments of memory, courage and belonging. Symbols for people who worked in darkness so others could stand in the light.

Who is Ben Manga?

By
The Football Week
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Ben Manga standing in a stadium hallway, reflecting his role as one of European football’s leading scouting and talent directors.
Ben Manga has shaped clubs across Europe through his eye for talent and strategic recruitment leadership. His journey continues to influence modern scouting.

Ben Manga has built a reputation as one of European football’s most astute talent spotters and squad architects, carving out a career defined by sharp eye for potential, meticulous scouting networks, and an ability to transform undervalued players into major assets.

After ending his playing days as a midfielder with clubs such as Fortuna Düsseldorf and Karlsruher SC, he shifted seamlessly into the world of scouting and youth development, beginning at Alemannia Aachen, where he coached across age groups from U11 to U23. This early grounding in player development laid the foundation for the career that followed.

His rise through Germany’s football landscape included scouting roles at TSG Hoffenheim and VfB Stuttgart, but it was at Eintracht Frankfurt where Manga became widely recognised. Serving as Director of Professional Football and Head of Scouting from 2016 to 2022, he played a decisive role in assembling the squads that delivered the DFB-Pokal title in 2018 and the historic Europa League triumph in 2022, with a semi-final run in 2019. His global scouting network unearthed talents such as Sébastien Haller, Luka Jović, Evan Ndicka, Daichi Kamada, Jesper Lindstrøm and Randal Kolo Muani: players who arrived for modest fees and later generated enormous sporting and financial value for the club.

After Frankfurt, Manga moved to England to become Technical Director at Watford, bringing his recruitment methodology to the Championship. Most recently, he served as Director of Professional Football and Head of Scouting at FC Schalke 04, where he was tasked with rebuilding sporting structures and strengthening the club’s talent pipeline.

Across more than two decades in coaching, scouting and front-office leadership, Ben Manga has developed a profile built on global scouting expertise, multicultural fluency and a proven track record of constructing competitive teams. Today, his name is synonymous with smart recruitment, strategic squad planning and the ability to create significant value while maintaining a clear footballing identity.

His global scouting network unearthed talents who arrived for modest fees and later generated enormous sporting and financial value for the club.

Our exclusive interview with Ben Manga

Ben, before we talk about your impressive football career, who are you as a person outside of sport? What drives you, and what values are particularly important to you in everyday life?

I am a very calm, down-to-earth and honest person for whom values continue to play a major role. Friendships, loyalty and respectful coexistence are particularly important to me in everyday life. No matter what it is, I always want to give 100 per cent. This expectation of myself drives me and has brought me to where I am today.

You played professional football yourself and then started a career as a scout and later as a manager. What motivated you to stay in football after your active career – but in a completely different role?

When I had to end my active career due to serious knee injuries, it was immediately clear to me that I definitely wanted to stay in football. My passion for the sport was too great. Jörg Schmadtke opened the door for me at the time: he gave me the opportunity to start as a youth coach and at the same time build up a complete scouting system. That was something that didn’t exist in that form at the time. That’s how my journey began after my playing career.

You took on responsibility early on with your first steps as a youth coach and scout at Alemannia Aachen. What experiences from this phase shaped you and influenced your view of talent development?

After my active career, I started from scratch and had to work hard for everything. That had a lasting impact on me. Back then, we coaches put together our squads entirely on our own. That was my introduction to scouting. I was personally responsible for how my team looked. This taught me early on to take responsibility and not look for excuses when something didn’t work out (grins). That period had a big impact on me.

You often say, “Mentality beats talent.” What does this guiding principle mean to you personally – and how do you recognise players who have exactly this mentality?

Fredi Bobic and I used to say this to each other all the time: there are an incredible number of talented players, but only those who also have the right mentality will really make it to the top in the end. That’s exactly what this sentence is meant to express. I myself was always obsessed with being successful, subordinated everything else to that goal and wanted to constantly improve. That probably set me apart from players who had more talent than me but didn’t have the same inner drive.

There are an incredible number of talented players, but only those who also have the right mentality will really make it to the top.

Your network and your eye for talent are considered exceptional. How do you combine intuition, experience, global contacts and analytics to discover players early on?

Thanks to my long career in the business and the many different positions I have held, I am now able to put myself in anyone’s shoes. This helps enormously when searching for and evaluating players or coaches. I speak German, Spanish and English and can also get by in Portuguese and Italian. This makes it easier to connect with people on a personal level. For me, people always come first. If you can win them over, you’re already well on your way. Over the years, I have built up a large network because I am open, honest, friendly and courteous.

During your time at Eintracht Frankfurt, you played a key role in building a team that won the Europa League and achieved significant increases in value. What do you think was the decisive factor for success during this phase?

For me, success comes from working together, mutual trust, loyalty and hard work. These are precisely the values that Eintracht Frankfurt embodied during this phase. With Fredi Bobic as sporting director, Bruno Hübner as sporting director and our coaches Niko Kovac and later Adi Hütter, we were a real team. Even in difficult times, we always stuck together. This team spirit was the key to our success.

With positions at Watford, TSG Hoffenheim, VfB Stuttgart and other clubs, you have gained a wide range of experience. Which of these positions has had the greatest influence on you as a manager – and why?

Every single position has helped me progress. Aachen was the beginning, later Hoffenheim, Stuttgart, Frankfurt and Watford were added. I was able to learn everywhere and had very good superiors from whom I learned a lot. My experience in England was particularly formative, as it was the first time I worked with a club owner. That was new to me and very instructive in terms of day-to-day operations. In Germany, many people are often involved in decisions, so a lot depends on the personality of the boss. I was fortunate to have strong superiors at my various positions who took responsibility.

You are one of the first African managers in German professional football. What message would you like to give to young Africans who dream of making their way in European football – whether as players, scouts or managers?

I came to Germany as a small child with my parents and my sister. We had to work very hard and fight for our way. I want to show that anyone can do it: with commitment, discipline, willpower and professional competence. I want to be a role model and encourage others. Unfortunately, there are not yet many African officials in German football, which is precisely why my path should show that it is possible.

Looking ahead to the next five to ten years, what developments in professional football would you like to be actively involved in, and what are your personal goals?

I love football and in the coming years I want to pass on my experience, my ideas and my perspective to people who are open to them. I don’t have any big personal goals. For me, the focus is on doing a good job for the club I work for and helping it to be successful.

How Football Clubs Monetise Sponsorship Inventory

By
Jamie Khan
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Deutsche Bank Park stadium lit in red at night showcasing prominent naming rights branding above the main entrance.
Deutsche Bank Park illuminated on matchday, highlighting one of football’s most recognisable naming rights partnerships. A strong example of how stadium branding shapes the modern sponsorship landscape.

In today’s sports business landscape, the commercial department of a football club isn’t just focused on selling shirt deals or stadium seats. Modern clubs operate like media and marketing companies, turning every touchpoint, screen, and strip of grass into potential sponsorship inventory.

From training ground naming rights to who sponsors the fourth official’s board, there’s now a marketplace for nearly every aspect of the matchday and club ecosystem. And for brands, these opportunities offer targeted access to highly engaged, loyal fanbases that span global markets.

The Expanded Sponsorship Ecosystem

Here’s how clubs are maximising revenue through a diverse and detailed inventory of sponsorship assets:

Kit & Apparel Inventory

  • Front-of-Shirt: The most valuable single asset, typically reserved for a primary global partner. (e.g. TeamViewer at Man Utd, Emirates at Arsenal)
  • Sleeve Sponsors: Introduced in the Premier League in 2017; brands like No Room For Racism, Cazoo, and eToro have taken these spots.
  • Shorts Sponsors: Gaining traction, especially in La Liga and Serie A.
  • Training Kits: Often have separate sponsors from match kits. These deals can fetch millions per year (e.g. AXA on Liverpool’s training gear).
  • Warm-Up Bibs & Benchwear: A relatively new but growing area, especially during televised warm-ups and Champions League fixtures.

Stadium & Facility Assets

  • Stadium Naming Rights: Major deals such as the Etihad Stadium and Spotify Camp Nou can bring in £20-£50 million+ annually.
  • Stadium Zones: Clubs often sell naming rights for individual stands, lounges, hospitality suites, and VIP boxes.
  • Training Ground Naming: Growing in popularity, Liverpool’s AXA Training Centre and Manchester City’s Etihad Campus are prime examples.
  • Tunnel Cam & Dugout Branding: High-visibility zones for brands as players enter the pitch or during manager close-ups.
  • Fourth Official’s Substitution Board: Sponsored in many leagues (e.g. EA Sports or Hotels.com) and broadcast globally.
  • Corner Flags & Ball Plinths: Small details, big visibility, especially in stills and slow-motion replays.
  • Advertising Hoardings: Sold in rotating LED panels, these can be geo-targeted to show different brands in different broadcast regions. Clubs like Man City use Virtual Replacement Technology to display different ads to fans in Asia vs. Europe during the same game.

Advertising hoardings can be geo-targeted to show different brands in different broadcast regions.

Digital & Media Rights

  • Website & App Partners: Clubs often sell homepage takeovers, matchday banners, or even naming rights to digital platforms.
  • Matchday Social Media: Brands can sponsor goal GIFs, final whistle graphics, fan polls, or line-up announcements.
  • Email Marketing & CRM: Sponsored newsletters and direct communication channels to season ticket holders and fans.

Matchday & Fan Experience

  • Official Matchday Programmes: Often include partner logos, interviews with sponsored players, and branded content.
  • Ticket Backs & Season Cards: Another physical space that reaches core fans.
  • Half-Time Games or Challenges: Sponsored activations like the “Car Challenge” or “Crossbar Challenge” hosted during the break.
  • Fan Zones & Pre-Match Entertainment: These can feature product sampling, branded booths, or interactive displays.

Category Exclusivity & Official Partnerships

Most clubs carve their sponsorship portfolio into categories and offer “official partner” rights with exclusivity. These often include:

  • Banking – e.g. Barclays, Standard Chartered
  • Airlines – Emirates, Etihad, Qatar Airways
  • Cars – Audi, Hyundai, Nissan
  • Travel – Expedia, Trivago
  • Fashion & Apparel – Hugo Boss, Levi’s
  • Cyber Security – Acronis, Norton, Kaspersky
  • Crypto & Web3 – Socios, OKX, Bitget
  • Beer, Water, Energy Drinks – Heineken, Coca-Cola, Red Bull
  • Gaming & eSports – EA Sports, Konami, Xbox
  • Clubs offer these brands use of IP (logo, kits, stadium visuals), player access for campaigns, co-branded merchandise opportunities, and priority for digital content.

The Financial Impact

Top-tier clubs can generate £100-£250 million per year from commercial income, and a large portion comes from diversified sponsorship assets.

For example:

  • Manchester United made £302 million in commercial revenue in 2023, including over £150 million from sponsorships.
  • Barcelona’s commercial earnings topped €350 million in their last pre-pandemic peak, driven by tiered sponsors across different rights packages.
  • Brentford FC, despite a smaller fanbase, signed their largest-ever deal with Gtech for naming and partnership rights — a game-changer for long-term growth.
  • For smaller or mid-table clubs, the trick lies in slicing the sponsorship inventory into many smaller, affordable deals, building a broader ecosystem of aligned brands.

The trick lies in slicing the sponsorship inventory into many smaller, affordable deals.

Final Thoughts: A Club Is a Platform

Modern football clubs are no longer just sports teams. They are global entertainment platforms with powerful media distribution, hyper-loyal audiences, and layered brand ecosystems. Every detail of the matchday and fan journey, from the tunnel camera to the Instagram goal graphic, can be turned into meaningful commercial value.

The clubs who succeed commercially are those who:

  • Identify undervalued inventory
  • Align sponsorships with brand values
  • Protect the authenticity of fan experience
  • Build long-term, layered partner relationships, not just transactions

In today’s game, you’re not just playing on the pitch. You’re playing across every platform, every second, and every surface, and the commercial scoreboard is more competitive than ever.

Al Ettifaq and the Rise of Saudi Talent Development

By
Fathi Abou El Gadaiel
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Brightly lit football pitch at night with empty goals and training equipment, creating a focused and modern development atmosphere.
A night-time view of a modern football pitch under bright floodlights, reflecting the infrastructure that supports long-term player development. Image by StockSnap from Pixabay

As obviously known, usual many arguments raised toward Saudi Pro League post it’s tremendous global transformation in 2023 that led them to successfully attracts countless global mega stars. One of the most famous question marks is related to possible affection on local youngsters’ talent growth due to such foreigner domination on majority of the squads (8+2) that generated limited spots for locals.

Strongly proven by analyzing playing minutes of Saudi Arabia U20 NT squad players with their clubs, who also participated in 2025 AFC Asian Cup campaign in China. But In-spite of the young ‘Falcons’ reached the final and secured a place in the FIFA U20 World Cup, the data shown an average of just 146 playing minutes that obviously in-sufficient for any concrete progress.

However, in the middle of such challenge, a solid local benchmark is proudly stand-out as Al-Ettifaq FC is uniquely evolved an alternative competitive model around local talents development. 1st Saudi invincible 1983’ is oppositely shaping club’s DNA around strong relying on Saudi youngsters, paralleled with clear academy vision of develop national-team players across all age groups. Proven by continuous involvement in age groups national teams’ squads throughout last decade, starting from Saudi Arabia U20 strong come back to podiums in 2016 U19 AFC Asian Cup’.

Keeping strong links to football #Vision2030 local professional standards by elevating the model off-the pitch, selling players at their peak moments in further stages to #top4 and restart the cycle of recruiting another talented replacement. Which been very popular European model that followed at famous academies in likes of Ajax FC in Netherlands and KRC Genk in Belgium!

Such amounts not only enabled Al Ettifaq to become one of few SPL’s clubs that achieved an overall transfer-profit in the last 2 seasons, but also allow them to meet-up league massive requirements in elevating foreigner’s players quality recruitment.

Reflected by brilliant R.O.I benchmark in National Team quadrable (Saad Al Mousa and Faisal, Ahmed, Hamed Al Ghamdi) that staging club’s unique scouting system while all been recruited at the academy level, backed by additional strong monitoring of abroad Saudi youngsters (Ahmed Al Ghamdi from Pacific FC ‘Canada’ and Al Mousa from Manchester City academy). Later on, while all of them got produced at several National Team phases, and sold to Al-Ittihad separately between (2023-2025) for total of 35.5M€, without forgetting a 3M€ deal of current U20 NT forward transfer Thamer Al Khaibary to NEOM last summer.

Such amounts not only enabled Al Ettifaq to become one of few SPL’s clubs that achieved an overall transfer-profit in the last 2 seasons, but also allow them to meet-up league massive requirements in elevating foreigner’s players quality recruitment.

The Safe Hub for Local Players

Furthermore, the club’s expanded their professional national-focus recruitment to senior squad transfers that positioned them as safest-hub for local players, proven by signing 6 ex-national team players in the last 2 years 5 of them was part of the FIFA 2022 WC squad, beside existed opportunities to youngsters either from club academy in like of mentioned names or even from other clubs as Ziyad Al Ghamdi (U20 NT Starter) has joined on loan from Al Ahli, seeking for more playing minutes.

Coaching Methodology and Legacy

Extending local excellence to coaching methodology where the club introduced recent two continental age-groups champions for the country (2019 U-19 AFC Asian Cup-Khaled Al Atwi) and (2022 U23 AFC Asian Cup-The mastermind Saad Al-Shehri) who actively on charge. Leading club’s local strategy himself since middle of the last season, saved the club from series of bad results under Steven Gerrard management. Obtaining ‘Al Dahnaa Knight’ unique local distinction, as an extension of deep legacy of providing local heroes to Saudi Football, incepted since legendary Khalil Al Zayani ‘Coach’ and Saleh Khalifa ‘Starter 11’ of Saudi Arabia 1984 AFC Asian Cup Champions squad.

Extending local excellence to coaching methodology where the club introduced recent two continental age-groups champions for the country.

Vision 2030 Alignment

Such model is not only shapes brand values for the club, but also provide massive on-pitch benefits to the whole local eco-system in sense of applying #Vision2030 main principles at its finest, by staging local talents excellence across several levels in their core community eco-system ‘particularly Football in our case’.

The Art of Set Pieces in Modern Football

By
Halil Bastuglu
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Philipp Aigner gives tactical instructions to a player during a training session.
Philipp Aigner communicating tactical detail to a player during training. The moment highlights his focus on clarity, timing, and on-pitch execution.

Introduction

In modern football, the smallest details decide the biggest games, and few areas illustrate this better than set pieces. Once seen as isolated moments, they have become a tactical science capable of shaping entire seasons. From data models and player profiling to deception and design, the world of set pieces has evolved into one of football’s most innovative frontiers.

About the Interview Guest

Our interview guest for this feature is Philipp Aigner, one of the rising minds in Austrian football. At just 25 years old, he serves as Video Analyst, Set-Piece Specialist and Assistant Coach at LASK Linz, where he connects tactical structure, data insight and on-field execution. Before joining LASK, he gained experience with the Austrian FA’s futsal national team and the AKA St. Pölten academy, where he led match analysis and player development. His multidisciplinary background and analytical precision represent a new generation of coaches who treat football as both an art and a science.

Coach on the sideline directing his team during a match, emphasizing organisation and structure in set-piece situations.
Focused on structure and execution, the coach communicates adjustments from the touchline to support his team’s tactical consistency.

The Foundation – Understanding the Role of Set Pieces

From Situational Moments to Strategic Identity

In modern football, set pieces have evolved far beyond their reputation as isolated moments. They have become an essential part of a team’s tactical identity. As the game grows more structured and data-driven, creating chances from open play is becoming increasingly difficult. Set pieces, by contrast, offer repeatability and measurable value. For many clubs, they now represent a strategic department capable of delivering between ten and fifteen goals a season – often the difference between mid-table and success.

Set pieces, by contrast, offer repeatability and measurable value. For many clubs, they now represent a strategic department capable of delivering between ten and fifteen goals a season.

Principles of the Elite

Elite teams no longer rely on rehearsed patterns but build around clear, principle-based systems. Training focuses on spacing, sequencing and timing, allowing players to adapt intelligently rather than follow a script. Attention to micro-details has become decisive: positioning, body orientation and movement cues determine the smallest margins. Many modern teams draw inspiration from other sports, integrating screening and blocking concepts from basketball or misdirection from American football to gain subtle but crucial advantages.

Structure Meets Creativity

Ultimately, the success of a set piece lies in the balance between structure and creativity. The structure provides coordination, timing and clarity of roles, while creativity transforms those elements into unpredictability, allowing players to disguise intentions and exploit defenders in real time. As Philipp Aigner explains, both must coexist. Structure ensures clarity and control, but creativity brings disguise, adaptability and freedom. The best teams find harmony between the two, building systems that are stable enough to provide order yet flexible enough to unleash individual flair and surprise.

The best teams find harmony between structure and creativity, building systems that are stable enough to provide order yet flexible enough to unleash individual flair and surprise.

The Process – From Analysis to Execution

From Data to Design

The process behind a well-designed set piece begins long before matchday. Aigner and his staff start with comprehensive video analysis, examining their own tendencies and the opponent’s defensive setup. They look for patterns, weak zones or behavioral cues that can be exploited. Once the analytical groundwork is complete, the design phase begins – crafting routines that align with team principles and player profiles while keeping space for variation. Visual tools such as clips and drawings help transform ideas into clear, trainable concepts.

Turning Theory into Practice

Communication is at the heart of successful execution. New routines are first presented in team meetings, where the rationale and objectives are explained in simple, actionable terms. The move from theory to practice takes place step by step on the training ground. Early sessions focus on understanding roles, timing and spacing, while later ones simulate real match intensity. As repetitions increase, movements become automatic and decisions more instinctive. By matchday, the players not only know their cues and triggers but also understand the logic behind every movement. This transforms the routine from a memorized pattern into a living, adaptable part of the team’s game model.

Defending the Details

Defensive preparation follows a similar approach, built on structure and adaptability. Each player’s role is defined in detail — who marks, who screens, who guards the first and second ball — but within this framework there must be flexibility. Aigner emphasizes the need for dynamic reactions: players must recognize screens, switch marks when necessary and adjust positioning based on movement. The goal is to remain organized without becoming rigid, ensuring that the team can neutralize creativity with discipline.

The Human Element

Player profiling adds an essential human layer to the process. Understanding the unique attributes of each player (aerial dominance, blocking ability, delivery precision or timing) allows coaches to assign roles that maximize individual strengths. Yet the underlying structure stays consistent so that anyone can step in without confusion. This approach combines tactical stability with personalization, ensuring that the team’s system adapts to its people, not the other way around.

Measuring What Matters

To measure efficiency, LASK uses a Set Piece Effectiveness Index (SEI) that evaluates accuracy, success rate, goal involvement and secondary actions. Hidden indicators such as the quality of first contacts, control of second balls and even the opponent’s reactions provide deeper insight. When a rival team changes its setup or overloads certain areas, it signals that the concept is working.

The Evolution – The Future of Set Pieces

A New Standard in Modern Coaching

The growing presence of set-piece specialists across professional football reflects a larger evolution. What was once a niche role is now recognized as an integral part of performance staff. As Aigner points out, the competitive gain is too significant to overlook – adding ten to fifteen goals per season is the equivalent of signing a top striker.

Innovation Through Influence

Recent trends show a shift from fixed routines to flexible, principle-based structures that empower players to make real-time decisions. Arsenal’s approach, for example, highlights this evolution: routines triggered by the goalkeeper’s positioning rather than prearranged signals create unpredictability and tactical freedom. Cross-sport influences continue to enrich the field, with ideas from basketball, handball and American football refining how teams use movement, deception and coordination.

Technology and the Next Generation

Technology is set to push this evolution even further. Advanced tracking systems and predictive data models will allow coaches to simulate routines and anticipate defensive reactions. Artificial intelligence will assist in identifying opponent tendencies, freeing analysts and coaches to focus more on creative design.

For Aigner, the next generation of players will grow up viewing set pieces as a natural part of the game. They will understand manipulation, timing and deception as intuitively as pressing or build-up play. In his words, “The artistry of set pieces will soon be as defining for a team’s identity as its passing style or defensive structure.”

Who is Arantxa Mandiola?

By
The Football Week
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Arantxa Mandiola smiling in front of the World Football Summit backdrop while spinning a globe-themed football.
Arantxa Mandiola, a leading voice in sustainability and social impact in football, at the World Football Summit headquarters. Her work continues to drive ESG, inclusion and purpose-driven leadership across the global game.

When a young film producer from Bilbao realised that storytelling could spark social change, she never imagined that the same tools would one day guide her work in global football.

Arantxa Mandiola is the ESG and Impact Strategy Manager at World Football Summit, where she has spent the past years embedding sustainability, equality and inclusion into one of the most influential platforms in the football industry.

Her background spans UNESCO, award winning impact production, digital education and international community projects across Africa, Europe and the United States. Today, she uses this cross sector expertise to shape how football organisations understand their responsibility and cultural power. With a film producer’s eye, a strategist’s mindset and a deep belief that football can drive societal transformation, Arantxa represents a new generation of leaders building a more inclusive future for the global game.

With a film producer’s eye, a strategist’s mindset and a deep belief that football can drive societal transformation, Arantxa represents a new generation of leaders building a more inclusive future for the global game.

Our exclusive interview with Arantxa Mandiola

You have been ESG and Impact Strategy Manager at World Football Summit for over a year. How would you describe your role and the kind of impact you aim to create within the global football industry?

At World Football Summit, my role is to integrate equality, sustainability, social inclusion and governance into both the structure of the Summit and the programme on stage. I co create the agenda for each event, making sure ESG is not a side topic but central to panels, workshops and activations. From the ESG department, we also design and implement our own initiatives, including the Female Leaders Program and The Most Inclusive Match.

My goal is to connect high level strategy with community impact, ensuring that discussions lead to action. We focus on three pillars: equality, inclusion, and environmental sustainability. In terms of equality, this means elevating women in leadership and creating spaces for emerging female talent to connect. The aim is to ensure women are not only visible on the pitch but present in decision making environments shaping the future of football.

On inclusion, we place strong emphasis on accessibility. We work to design events and football spaces where everyone feels represented and welcome, and we develop community activations that leave a legacy in each host city. For environmental sustainability, we aim to link football’s cultural influence with meaningful climate action. Responsible event operations and educational legacy initiatives are key. For example, in Hong Kong we organised bamboo planting sessions and environmental workshops with children. I truly believe football has the power to be a global force for positive change, and my work is focused on using its platform to inspire more equal, inclusive and sustainable societies.

ESG has become an essential topic in modern sport. What do you see as the biggest opportunities for football organisations to drive meaningful environmental, social and governance progress?

Football has a cultural reach that can shape behaviours worldwide. ESG in football is not only an opportunity, it is a necessity if the industry wants to remain responsible, relevant and forward looking. Clubs, leagues, players and organisations can lead by example through sustainable stadium operations, responsible travel and ethical merchandise practices, while creating legacy programmes that educate and involve communities.

Socially, football can advance inclusion, education and gender equality. Women’s football is already showing strong leadership here, with values rooted in community and authenticity. The greatest opportunity lies in becoming a catalyst for larger societal conversations. Much like the impact work I did on The Silence of Others, football can bring grassroots stories into mainstream spaces, influencing culture, education and civic engagement.

WFS brings together leaders from across the global game. How do you ensure that sustainability, inclusion and social impact are not only discussed on stage but embedded into the event itself?

We integrate ESG principles from the very beginning of the planning process. I work closely with both the content and operations teams to ensure that panels, workshops and activations reflect sustainability, inclusion and social responsibility. Gender inclusion is central to this. Through the Female Leaders Program and our commitment to a minimum of 30 percent female speakers, we highlight women’s leadership across the entire industry. Environmental initiatives are also built into our legacy approach. In Hong Kong, for example, we taught children how to plant and care for bamboo, combining environmental action with hands on learning. Community activation is equally important. Projects like The Most Inclusive Match or La Menina Tour create spaces for participation, celebration and visibility, leaving a tangible legacy that continues after the Summit ends.

Community activation is equally important. Projects like The Most Inclusive Match or La Menina Tour create spaces for participation, celebration and visibility, leaving a tangible legacy that continues after the Summit ends.

Your professional background spans UNESCO, creative production, digital education and award winning impact campaigns. How has this cross sector experience shaped your approach to ESG strategy in football?

It allows me to combine creativity with measurable impact. Film taught me how storytelling can spark conversations and drive change. If cinema can do that, football’s potential is enormous. At UNESCO, I worked with community radios in Namibia, Lesotho and South Africa, integrating social issues such as tuberculosis prevention, HIV awareness and gender equality into radio soap operas. Media gave a voice to underrepresented communities and strengthened local identity, something football can also achieve.

In impact production, I developed the campaign for The Silence of Others, co creating an educational guide with Amnesty International to bring lessons from the film into schools. It showed how storytelling can foster civic dialogue. This is a perspective I now apply directly to football, using the sport to inspire discussions around inclusion, leadership, sustainability and equality. Digital education has helped me scale knowledge, designing practical ESG learning frameworks for clubs, federations and associations. And throughout it all, football has been part of my life. I have always played, watched and supported the sport. It has taught me values, belonging and community. My approach to ESG in football is therefore not only professional, it is deeply personal.

You have managed and coordinated international projects in Africa, Europe and the United States. What have these multicultural environments taught you about building effective impact initiatives in sport?

The most important lesson is that meaningful impact must be rooted in context. Listening is essential. Every community has its own culture, needs and expectations, and initiatives succeed when they are co created with local stakeholders. At WFS, I apply this through a dual approach: engaging high level leaders in strategic ESG discussions while developing local activations such as environmental workshops and inclusive football events that leave a visible legacy. This ensures that global strategy is shaped by local realities and that grassroots initiatives gain recognition and support across the wider football ecosystem.

You specialise in long term impact production and community driven narratives. From your perspective, what does authentic and measurable impact look like in football?

Authentic impact begins with communities. It must be meaningful, participatory and sustainable. Projects like The Most Inclusive Match show inclusion in action, using football to inspire awareness and learning. Similarly, The Silence of Others demonstrated how community driven narratives can spark broader societal conversations. In football, creating spaces for women players and leaders to be visible can influence culture, shift social norms and strengthen engagement. What is not seen does not exist, so visibility is essential. Measurable impact requires combining qualitative insights with quantitative indicators. Monitoring and evaluation are crucial, ensuring that football initiatives do not remain symbolic but produce lasting change.

Working with federations, leagues, clubs and brands requires strong alignment and trust. How do you help organisations turn ESG commitments into concrete action?

Concrete action requires clarity, structure and facilitation, as well as honesty. It is important to define priorities, build partnerships and create frameworks that make ESG actionable and measurable. At WFS, we create spaces where leaders from federations, leagues, clubs and brands can collaborate, exchange best practices and commit to meaningful initiatives. By connecting organisations with programmes like Common Goal, environmental initiatives or mentorship schemes for women leaders, we help turn commitments into operational reality. My role is to bridge strategic ambition with practical execution so that ESG becomes an ongoing, measurable practice rather than a one time discussion.

Looking ahead, what is your vision for the future of ESG in football, and how do you see your own role evolving as the industry continues to grow?

I imagine a future where ESG is fully integrated into football’s identity, operations and cultural influence. Sustainability, inclusion and gender equality will be embedded at every level, while the football community, particularly women in leadership, will continue shaping broader social trends. Football will serve as a catalyst for conversations far beyond the game. My role will evolve alongside this, connecting high level strategic leadership with grassroots initiatives and crafting narratives that amplify football’s ability to drive responsible, inclusive and sustainable change.

Be Like Water: The Modern Football Manifesto

By
Ash Aslan
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Calm reflective water surface mirroring distant hills, symbolising fluidity and adaptability in the modern game.
Photo by Toksot on Unsplash

Foreword: The Era of the Mind Has Begun

This text is not a system, a formation, or a tactical template. This is the mental revolution of modern football. The question is no longer:

“Which formation?” but “Which flow?”

Power used to rule. Today, flow rules. And only those who become like water can command the flow. Water waits. Water adapts. Water accelerates. Water reshapes. It finds space, expands, collapses, seeps, and eventually breaks through.

Modern football is the same:

Not fixed but fluid.

Not memorized but intuitive.

Not form but transformation.

Water waits. Water adapts. Water accelerates. Water reshapes.

Introduction: Formations Ended. The Mind Began.

3-5-2, 4-3-3, 4-2-3-1…

No drawing wins a match anymore.

The game is not played on paper … it lives in rhythm, flow, speed, perception.

A formation is a photograph. The match is a film. And the film is always moving.

Modern question:

Can you change as the opponent changes? Can you accelerate when the game accelerates and stay calm when it slows?

If yes, you are modern.

If not, you disappear.

Be Like Water: Command the Flow

A water-like team:

  • Does not resist pressure, it redirects
  • Finds space, creates space, kills space
  • Compresses without suffocating
  • Expands without breaking shape
  • Waits without sleeping
  • Attacks without rushing

Football now rewards flow and stability, not force. It is not power that breaks the stone, but the persistence and flow of water.

Football now rewards flow and stability, not force. It is not power that breaks the stone, but the persistence and flow of water.

Space Engineering: Football Is a Space Game

The ball is lost. Space cannot be.

Creating space:

  • Pull opponent into the wrong zones
  • Stretch wide, control half-spaces
  • Invert fullbacks, overload midfield
  • Turn the center-back into a carrier threat
  • Run not for the ball, but for space

Denying space:

  • Anti-compact start: wide stance, kill the first passing lane
  • Compact lock: close the danger zone
  • Horizontal shift + vertical squeeze: guide, trap, punish

He who understands space, commands the match.

He who commands space, decides the result.

Verticality: Break Time

Possession is not a tactic. Threat is. If you do not threaten, you help the opponent rest. Verticality is not aggression, it is intention + accuracy + time rupture.

  • Prepare with patience
  • When the line appears, break it instantly
  • Force retreats, split defensive blocks
  • Win second balls, attack again
  • Lose the ball? Collapse the space immediately

The most valuable currency is time. Break time, break the match.

False Roles: Steal the Opponent’s Mind

Football is no longer positional. It is functional. Inverted fullback. Half-space eight. False nine. Overlapping center-back. These are not names, they are tools of psychological manipulation.

If the opponent starts thinking, they start losing.

Runs:

  • Sometimes for the ball
  • Sometimes to move defenders
  • Sometimes only to create fear

Formula: Run + Patience + Timing = Lethal difference

Transition Reflex: Don’t Think, Feel

Transition is no longer a tactic. It is pure reflex.

Upon loss:

  • Collapse and suffocate
  • Or stay wide and kill the first pass

Upon regain:

  • 3 seconds
  • Decision + speed + vertical threat
  • Play forward, cover behind

Those who think arrive late. Those who feel dominate.

Why 3-5-2? A Mental Model, Not a Shape

3-5-2 is not a formation. It is a code of flow.

  • Space supremacy
  • Central authority
  • Transition dominance
  • Constant shape evolution

From 3-5-2 you become:

  • 4-3-3
  • 3-2-5
  • 5-3-2
  • 2-4-4

And you never lose identity.

3-5-2 did not return. 3-5-2 never left.

Finishing: The One Thing You Cannot Teach

You can teach defending. You can teach pressing, angles, pressing triggers. You can teach positioning. But finishing? It is born. Calmness is not a muscle.

It is a nervous system. This is why the world produces many defenders, but so few true finishers. Everyone defends. Few finish.

Final Message: This Is a Civilization

This era asks: Not “How strong are you?” but “How fluid are you?” The age of formations is gone. The age of the mind begins.

Discipline. Flow. Intelligence.

Be like water. And rewrite football.

WFS Riyadh Returns To Shape Football’s Future

By
The Football Week
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Delegates and speakers gathered in a circular auditorium during the opening ceremony of the World Football Summit in Riyadh.
The World Football Summit in Riyadh brought together global football leaders, executives and innovators for its opening ceremony. The round auditorium setup reflected the event’s focus on connection, collaboration and strategic dialogue across the industry.

Saudi Arabia is transforming through sport and that transformation is redrawing football’s global map. As part of Vision 2030, the Kingdom is using football as a driver of social development, economic diversification, and international connection, with the 2034 FIFA World Cup as a defining milestone. Massive investment in infrastructure, talent development, and the professionalisation of the local industry is reshaping the balance of power across the international game.

On December 10-11, over 2,500 attendees from 80+ countries will gather at Misk City for WFS Riyadh — the platform where Saudi Arabia’s football leadership connects directly with the global industry. Taking place one year after the Kingdom was awarded the 2034 FIFA World Cup, WFS Riyadh 2025 arrives as this vision continues to accelerate. From the Saudi Women’s Premier League launch to the privatisation of three clubs opening doors to global investment, the past year has seen significant progress. The event will explore what this means for clubs, leagues, federations, brands, and investors worldwide.

On December 10-11, over 2,500 attendees from 80+ countries will gather at Misk City for WFS Riyadh.

WFS Riyadh 2025 is backed by regional and international football properties, with the Saudi Pro League as Institutional Partner and LALIGA among the event’s Corporate Partners.

Over two days, the agenda will explore the evolution of Saudi football, the long-term impact of hosting the 2034 FIFA World Cup, the growth of international club partnerships, innovation in technology, and the role of inclusion and sustainability in the game’s future.

The event will be hosted by Mo Islam, presenter of The Mo Show, a popular podcast known for interviewing the key figures driving the social and economic transformation of Saudi Arabia. The agenda will address football’s most relevant topics through panel discussions, roundtables, and fireside chats — connecting business growth with long-term purpose:

  • Governance & Leadership: Football’s evolving models of management and ownership.
  • Growth & Investment: Capital, infrastructure, and the business of the game.
  • Media, Content & Fan Engagement: Broadcasting, storytelling, and the digital transformation of fandom.
  • Performance & Development: Talent, academies, and pathways ahead of 2034.
  • Innovation & Technology: Data, AI, and smart stadiums shaping performance and fan experience.
  • Culture, Community & Purpose: Inclusion, education, and legacy.

The agenda will explore the evolution of Saudi football and the long-term impact of hosting the 2034 FIFA World Cup.

Confirmed speakers include: Khalid Alaraifi (Chief Experience Officer, Misk City), Saleh Alshehri (Footballer, Al-Ittihad), James Bisgrove (CEO, Al Qadsiah), Esteve Calzada (CEO, AL Hilal), Adlene Guedioura (Former player and football expert), Ben Harburg (Owner, Al-Kholood Club), Peter Hutton (Board Member, Saudi Pro League), Magda Pozzo (Chief Commercial Officer, Udinese Calcio), Ralf Reichert (CEO, Esports World Cup Foundation), and Javier Tebas (President, LALIGA), among many others.

WFS Riyadh will take place at Misk City. As the first nonprofit city of its kind, Misk City is a vibrant, human-centric hub where young and creative minds live, learn, share, and grow. Its state-of-the-art facilities and purpose-built design provide an inspiring setting for WFS Riyadh 2025, where leaders and innovators come together to shape the future of football.

Jan Alessie, Co-Founder & Managing Director of World Football Summit, said: “WFS Riyadh has become a must-attend event for football professionals worldwide. This edition feels especially significant — it’s been a year since the 2034 World Cup was awarded, and the progress across the Kingdom has been remarkable. WFS Riyadh gives that progress a global stage while creating real opportunities for dialogue and partnership between regional leadership and international expertise.”

About World Football Summit

World Football Summit is a leading international organization that connects and empowers the global football industry through world-class events, expert content, and purpose-driven initiatives that shape a more sustainable and inclusive game.

About Mohammed Bin Salman Nonprofit City “Misk City”

The first nonprofit city of its kind, founded to host the ecosystem of Mohammed bin Salman Foundation “Misk”. It is a vibrant and innovative ecosystem within a human-centric city focused on youth. Here, young and creative minds live, learn, share, and progress towards a sustainable tomorrow. Misk City is a purpose-built destination that aims to contribute to the growth, development, and prosperity of Saudi youth, aligning with the goals of Misk.

For more information: www.miskcity.sa

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