As the football landscape evolves, it seems the era of appointing big-name managers based on tradition is fading. Can clubs like Brighton and Brentford, which rely heavily on data, be leading the charge into a new chapter?
In recent years, the approach to hiring managers has shifted dramatically. Rather than posting job ads, clubs are proactively planning for transitions long before a coach is let go. This foresight stems from the growing recognition that success often involves having clear succession plans in place. Brighton, for instance, has set a standard with their seamless transitions, swiftly moving from Graham Potter to Roberto De Zerbi, and later hiring Fabian Hürzeler following De Zerbi’s departure.
“Brentford and Brighton stand out because they effectively harness data partly because they were early adopters and have the right people in place,” notes Alex Stewart from the sports consultancy Analytics FC. “What’s crucial is that all key players—the CEO, the sporting director, and the owner—are aligned in their goals.”
Analytics FC and other firms are now consulting clubs on best practices for hiring. A misstep can be expensive; the costs of severance for a poorly chosen manager can easily soar into the millions. In a world where football operates as a multibillion-dollar enterprise, teams are beginning to treat managerial appointments with the seriousness seen in the corporate sector, where executives are often headhunted by professionals.
Today, successful clubs typically operate under a clear philosophy directed by a football director. This system helps create a cohesive vision of what the club aspires to be, ultimately reducing the chaos of frequently changing managerial styles that can disrupt squad cohesion.
To fill vacancies, sporting directors rely on a matrix of requirements, scouring regions from Albania to Zambia for the right candidate. Metrics such as expected goals (xG) and the ability to adapt tactics in-game offer valuable insights into a manager’s capability beyond a mere tally of wins and losses.
Moreover, one example Stewart presents highlights the importance of a coach’s network: “We consulted for a club aware of its limited transfer budget, looking for a manager with scouting contacts to uncover affordable talent.”
At a broader level, clubs analyze the relationship between squad value and points earned to gauge optimal managerial performance. Unsurprisingly, teams spending the most on transfers and salaries typically aim to secure the highest league positions, which is why the ability to find high-performing coaches is essential.
While metrics provide a foundation, they aren’t everything. The essence of effective management also lies in interpersonal skills. Sporting directors often reach out to former players or colleagues of a candidate to learn about their man-management style. Finding the right fit goes beyond analytics—it’s about matching the right personality to the club’s needs.
In today’s environment, managers must also tackle media responsibilities. Sporting directors carefully observe how candidates handle press interactions, assessing their poise under scrutiny and consistency in communication. These qualities can’t be quantified but are vital for managing the modern game’s complexities.
This data-driven evolution signifies that while statistics are important, real-life decisions come with consequences. Clubs that prioritize this blend of analytical insights and human connection are better positioned to make informed choices moving forward. What do you think about these emerging trends in football management?
