2025-11-13 10:00

I remember the first time I heard the term "Director of Football" – I was covering a Premier League match back in 2015, and honestly, I thought it was just another fancy title for someone who handled transfers. But over the years, I've come to realize just how wrong I was. The role is far more complex and nuanced than most football fans realize, sitting at this fascinating intersection between the boardroom and the training ground. What does a director of football actually do? Well, let me tell you about Michael Edwards at Liverpool, because his story perfectly illustrates why this position has become so crucial in modern football.

When Edwards joined Liverpool in 2016, the club was in a state of transition. They had a charismatic manager in Jürgen Klopp, but the squad needed a complete overhaul. The transfer committee model, which had been somewhat disjointed, needed a single vision. That's where Edwards came in. His background wasn't in coaching; it was in data analysis and performance analysis from his time at Portsmouth and Tottenham. I've always been a bit of a stats nerd myself, so I found his approach fascinating. He wasn't just looking at goals and assists; he was looking at progressive carries, pressing triggers, and expected threat. This data-driven approach led to signings like Mohamed Salah, who other clubs were skeptical about, and the transformative acquisition of Virgil van Dijk. Edwards wasn't just buying players; he was buying pieces for a very specific puzzle that Klopp was building. He handled the grueling negotiations, the contract minutiae, and the long-term succession planning, all while ensuring every signing fit the club's specific playing philosophy and financial model. It was a masterclass in alignment.

But here's the thing that often gets overlooked: the human element. The director of football is also a bridge, a diplomat. I recall a conversation I had with a former colleague at a different club who described the constant tension between the manager, who wants players for the next match, and the board, who are worried about the next five years. The director of football has to manage that. It reminds me of that powerful line from a veteran scout I once interviewed: "As long as we give these kids shining lights and opening doors, the world is ours, right?" A great director of football embodies that. They are the ones creating pathways, not just for young academy talents, but for the entire football operation. They provide the "shining light" of a clear strategy so that everyone—from the manager to the scouts in South America—knows what they are working towards. They are the "opening door" for a manager, insulating them from political noise and allowing them to focus purely on coaching and tactics. When this relationship fails, you see chaos. Look at Manchester United post-Ferguson; they cyclated through managers with completely different styles, and without a director of football to enforce a long-term vision, they spent over £1.2 billion on players who often didn't fit together. The squad became a mismatched collection of individuals, not a cohesive team.

So, what's the solution for a club looking to get this right? From what I've observed, it boils down to three things. First, crystal-clear delineation of responsibilities. The manager coaches the team; the director of football builds the squad. This seems simple, but it's where most conflicts arise. Second, shared philosophy. You can't have a director of football who believes in possession-based football hiring a manager who loves counter-attacking. It's a recipe for disaster and wasted funds. Finally, and this is my personal opinion, the director needs to have a slightly anonymous public profile. The best in the business, like Edwards or Monchi at Sevilla, operate in the background. The spotlight should be on the manager and the players on the pitch. The director's work is measured in windows of several years, not several games.

The evolution of this role has fundamentally changed how successful clubs are built. It's moved away from the old-school "manager is king" model to a more corporate, sustainable structure. I prefer this model, I have to admit. It provides stability. A manager might leave, but the philosophy and the long-term plan remain, protected by the director of football. That quote about "shining lights and opening doors" has stuck with me because it captures the essence of modern club building. It's not about one superstar or one tactical genius. It's about creating an ecosystem where talent at every level can flourish. The director of football is the chief architect of that ecosystem, the keeper of the long-term flame. And in an industry as volatile as football, that might just be the most important job of all.