🔗 Share this article

Tbecame clear he was able to withstand a loss to lower-league opposition. He weathered an important European final versus a particularly poor Spurs sides for many years. He withstood losing at home against domestic rivals, a lowly league position, an unwavering system, laying waste to some of the club’s most promising academy products, a poor winning percentage, labeling his team the worst in Manchester United history. But there was one adversary against whom the Portuguese coach would not be allowed to dance. You come at the sporting director, and you best not miss.

Unfortunately, like many a top-flight right-back during Blackburn Rovers' championship campaign, Amorim took on Jason Wilcox and seems to have failed. Even the most casual observer can see the paradoxical situation: a coach who often railed at his players for failing in one-on-one duels crumbling when confronted by the white heat and formidable presence of one of England's top division's most feared football executives.

In truth, this entire bruising episode seems to paint the director in a different perspective. Perhaps it might have been tempting, based on his nine months of experience with the Saints, to regard him as little more than a drudge in the United exoskeleton: an individual whose appointment was due largely to his close relationship with ex-colleague a fellow executive as any verifiable talent. How mistaken everyone was. In brilliantly outmanoeuvring United’s feted manager, just as he bested the unfortunate Dan Ashworth before him, he has demonstrated to be among the sport’s true generals: a tactical intellect that the club's mid-table rivals will now be justifiably concerned.

A Tactical Conflict Regarding System and Philosophy

For example, it was Jason Wilcox who being involved in the leadership that appointed the rigid 3-4-3 advocate Amorim in the first place, played a key role in trying to persuade Amorim to abandon his beloved 3-4-3. Unsurprisingly, these pleas were resisted. But perhaps these judgements hold greater authority when delivered from the mouth with the unimpeachable football pedigree he possesses, holder of three England caps and a role in a title-winning side decades past.

Maybe eventually he may be persuaded to explain his reasoning to the rest of us. Maybe one day questions may arise regarding why the coach is departing with full compensation, without any penalty clause activated. But Jason Wilcox seldom speaks publicly, and with very good reason. The real thinkers in football – men like Jason Wilcox – simply operate on a plane beyond our own mundane comprehension. Were he to speak, probably all we would hear would be ultrasonic blips and complex calculations. Desiring an explanation is not quite equivalent to being prepared to receive.

The Supreme Authority In Command

Naturally, in training our focus on the sporting director we are obscuring the true genius behind the modern United throne. The director is, after all, simply carrying out the directives of his ultimate line manager the billionaire owner, who in private has made very clear his desire for a four-man defense. It is reported, the owner has also suggested playing Bryan Mbeumo in a wing-back role. Ratcliffe is keen for the club to adopt analytics and analytics. Per reports, in an executive meeting early in his investment, he declared that the team's approach to football “will be determined by this group”.

After all, Sir Jim is a specialist in these intricate footballing stuff, leveraging his previous experience in industry and yachting. Above all he is immensely wealthy, and as we all know, the rich are superior: more insightful, more wise, strategically brilliant, fundamentally superior. Who else would you trust to manage an enlightened programme of cost-cutting, the construction of a new stadium that appears a lot like someone’s leftover knitting, the acquisition of Benjamin Sesko?

The New Football Order: Executives Above Managers

This represents a shift that is becoming prevalent at the elite levels football. For decades, teams mistakenly entrusted big footballing decisions to low-level employees such as coaches, scouts – even footballers. Perhaps it was once possible for an up-and-coming, innovative manager with a philosophy and drive to join an organization and implement their plan supported to fruition. But how many companies have these guys set up? What number of large-scale layoffs have they managed? Far preferable to invest genuine authority where it belongs: the executive class, the open-necked shirt brigade, the guys with the jaw-dropping professional resumes. Better by far to determine the strategy in the boardroom and appoint a coach who will adapt their methods accordingly. If coaches were once chefs, they are now more akin to delivery personnel: not responsible for the food, but still ultimately answerable should it be delivered cold or fails to meet standards.

In the meantime, their job is increasingly less about crafting the philosophy and more about marketing it: the receptionist on the front desk, the public face for a club they can do little to influence. Enzo Maresca leads a team of very young players into Europe and wins two medium-sized trophies, and effectively gets sacked for talking. A manager at Celtic sees his standing damaged while the people who appointed him live to blunder indefinitely.

A Neoliberal Football: Responsibility for the Few

And perhaps in a small way this represents corporate governance in action: the rise of a privileged elite who can never be wrong, whose decisions remain untouchable, whose mistakes can always be resolved by sacking without justification. Hire the 3-4-3 coach and then fire him for playing too much that system. Bring in the project manager and later discard him for taking too long. And above all show gratitude; for the incremental season ticket price rises, for the latest summer signings, for the fact that the adults – regardless of their expertise – are in charge.