Beaumaris SC: Building more than a Football Family

From its origins as a small men’s club with just a handful of junior teams, Beaumaris Soccer Club has grown into one of the largest and most respected community clubs in Melbourne’s Bayside region. With over 600 members, including more than 500 juniors and nine senior teams across men’s and women’s competitions, the club continues to thrive—both on and off the pitch.

Built on the core principle of doing “what’s best for the kids,” Beaumaris SC prides itself on being more than just a football club. It’s a welcoming, inclusive space where players and families from all backgrounds can enjoy the game in a fun, safe, and supportive environment. The club places equal value on player development and community involvement, nurturing not only future athletes but also strong values of respect, sportsmanship, and teamwork.

Speaking with Soccerscene, President of Beaumaris SC Joe Mottola, who has led the club for 16 years, shares insights into Beaumaris SC’s evolution, its community-first approach, and what lies ahead for the club in 2025 and beyond.

Can you share some insight into your role as President, and how Beaumaris SC has evolved since you first stepped into that position?

Joe Mottola: I’ve been President for 16 years, and the transformation has been incredible. When I first came on board, we didn’t have any women’s teams, now we have close to 300 girls playing at the club, which is one of our proudest achievements.

Back then, we were a small men’s club with just a handful of junior teams. Today, we’ve grown to over 600 members. It’s been amazing to watch. A major milestone was the construction of our new pavilion, the Council built us a million-dollar facility complete with a kitchen, which has become a real hub for our community.

We also have a fantastic committee made up of dedicated volunteers who each bring something valuable to the table. Their work has been crucial in helping us evolve.

On the pitch, both our senior men’s and women’s teams now compete in State League 1. The men’s team even reached NPL level for a couple of years, but the financial demands were enormous. Sponsorship requirements at that level are tough to sustain, so we made the decision to step back. Still, our juniors have gone from strength to strength.

We’re operating under a very different model now. In the past, we relied heavily on volunteer coaches but the expectations from parents and players have risen. These days, all of our coaches are paid, which helps us deliver a higher standard across the board.

While the committee remains volunteer-based, we’ve had to bring in paid staff, including a club administrator to keep things running smoothly. It’s become increasingly difficult to run a club of this size purely on goodwill. Financial sustainability is now critical, whether it’s through sponsorship, council funding, or government support. That’s the reality for community clubs in this era.

Image Credit: Beaumaris SC Facebook

​​Beaumaris SC has over 500 junior players and 9 senior teams. What do you think makes the club such a strong community hub in the Bayside area?

Joe Mottola: It’s not just one thing,  it’s a combination of everything. The committee, the characters, the volunteers, the facilities, they all play a part. A strong community club needs good coaching, a committee that puts the club first without self-interest, and everyone working together on the same page.

Our volunteers are absolutely critical. They help run every aspect of the club, from administration to setting up the grounds, and we try to make things as seamless as possible for parents to register their kids and for the players to enjoy their football. That sense of order and identity takes a huge effort, and when it works, it really shows. I’d say we’re one of the better-run clubs in that regard, from my experience.

But volunteers are always an issue, you can never have too many. On a typical Saturday morning, I might have 12 to 14 volunteers doing short shifts. I still pitch in myself, whether it’s vacuuming, cleaning the changerooms, or chopping tomatoes for the souvlaki!

We do have paid kitchen staff now because it’s such a large operation, and it’s just not sustainable to run something like that entirely with volunteers. But overall, it’s that mix, strong facilities, passionate people, and a shared commitment to the club, that makes Beaumaris SC such a valuable part of the Bayside community.

How is Beaumaris SC investing in junior development and coach education through initiatives like the SHIVER Programme?

Joe Mottola: The SHIVER program is designed to provide advanced coaching for kids of all ages who want to improve their football outside of their regular team training. It’s a program that’s really popular with parents because it offers extra-curricular sessions led by highly qualified and experienced coaches, different from their usual team coaches.

These specialised coaches run the program entirely within the club, offering training twice a week. Players can subscribe to join the sessions, which gives them additional skill development opportunities. Over the years, SHIVER has been enormously successful.

Image Credit: Beaumaris SC Website

Beaumaris SC’s Junior Director of Football Jamie Hollywood will lead SHIVER which is an integrated and structured coaching and development programme designed to facilitate junior players to achieve their full potential with a focus on making it an enjoyable player experience.

Complementing SHIVER, our coach development is absolutely vital for our club. Last night [14th May], we hosted a Football Victoria coaching course [Foundation in Football] right here in our dining room, with about 40 coaches attending. That’s nearly our entire coaching group. The course combines theory sessions on the big screen with practical drills on the pitch, delivered by Football Victoria’s expert coaching team. It runs over four weeks and offers a fantastic opportunity for our coaches to upskill and become qualified.

We’re always looking for ways to improve and support our coaches because ultimately, better coaches mean better players. It’s a big job, but we’re committed to making the process as easy and accessible as possible. Our goal is to keep improving for the benefit of both our kids and coaches.

Can you tell us about the recent lighting upgrade at Beaumaris Reserve and what it means for the club’s sustainability and match-day experience?

Joe Mottola: The lighting upgrade at Beaumaris Reserve was primarily for training purposes rather than match days, as we’re only allowed to play games during the day due to being in a residential zone on council-owned grounds. This limitation definitely holds us back because if we owned private land, we could play football 24/7 and fill it all year-round.

We share the grounds with cricket during the off-season, which is unfortunate since soccer is really a year-round sport and we could use the facilities more extensively if it were up to us.

That said, Bayside City Council does a lot to support us. Sometimes we’re not on the same page, but we get there eventually. The lighting upgrade itself has improved training conditions slightly, mainly making things more efficient in terms of power and billing, though there’s still more to do.

Luckily, we also have access to another fantastic facility at Beaumaris Secondary College, which we rent from the Melbourne Cricket Club (MCC). It’s a fantastic facility with a FIFA-approved pitch where we can play night games, sometimes until 10pm. While it’s also near residents, having this facility nearby has been a godsend and we’re very grateful to the MCC for their support over the past five years.

Are there any new sponsors or partnerships this season, and how are they helping BSC grow both on and off the pitch?

Joe Mottola: Yes, we’ve welcomed a few new sponsors this season, most notably Optus, who’ve come on board as our major sponsor. They’ve been absolutely fantastic, they’ve provided our playing kits for around 600 kids over a two-year period, which is just extraordinary. They’re not just a name on a jersey either; they’re really hands-on and visible at the club, attending our events and even bringing along outdoor entertainment like inflatables for the kids.

Bendigo Bank has also been a long-term supporter, and we really value that consistency. We make sure to give our sponsors front-and-centre visibility whenever we can. For example, Marshall White Real Estate recently sponsored all the shirts for our Goal Kick junior program. So on the first day, I gave their representative, Jason Swift, the mic for 20–30 seconds to thank him in front of all the families, with a bit of cheeky encouragement to sell their houses through him!

There’s always plenty of humour around the club, we don’t take ourselves too seriously, and I think that’s what makes BSC such a likeable place. We’ve worked hard to create a positive, welcoming culture. For over a decade now, we’ve been feeding players after matches — win, lose or draw — and it’s become part of the fabric here. We’ll even do light interviews with players, referees, and coaches. It’s a fun way to reflect and build community. At the end of the day, If the volunteers and players aren’t enjoying themselves, something’s wrong. That’s the motto we live by, and it’s a big reason why we’ve built such a strong, lasting community.

Image Credit: Beaumaris SC Facebook

What would you say is next for the club in 2025 and beyond? Are there any upcoming initiatives or areas of focus you’re particularly excited about?

Joe Mottola: For us, it’s about continuing to build on the foundations we’ve already laid, particularly when it comes to the development of our kids and coaches. That’s always been at the heart of what we do, and it’ll stay that way.

We don’t necessarily have one big, shiny initiative on the horizon, but we do have aspirations. We’d love to see both our men’s and women’s senior teams promoted into the next leagues, the women stepping up from State League 1, and the men doing the same. That’s something we all strive for. At the same time, we’re happy where we are too, it’s about balance. You can be ambitious and still content with what you’ve built.

What’s most important is maintaining a strong, supportive environment where kids can enjoy their football, develop their skills, and grow into good players and even better people. That’s what’s made this club what it is — a well-respected, community-driven club, both with Football Victoria and within the broader football world.

We’ve been fortunate to have some strong personalities involved, including people who’ve played at the highest level. But more than anything, it’s about continuing to do what we do, and doing it well. That’s how we’ll move forward.

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Theo Fotopoulos outlines vision for Canberra United’s future

Professional football in the nation’s capital has entered a new era with Australian Sports Group (ASG) officially taking over Canberra United ahead of the 2026/27 season.

Led by Chairman Morris McAllister and CEO Theo Fotopoulos, ASG takes over a club whose future has been uncertain in recent years. Now, the focus has shifted from survival to building a sustainable future for football in Canberra.

Speaking to Soccerscene, Fotopoulos discussed why ASG chose to invest in Canberra United, the importance of preserving the club’s identity, and the roadmap for the chapter ahead for football in the nation’s capital.

Why Canberra?

The investment in Canberra United comes at an important time for the club. The beginning of the 2026/27 A-League Women season is just around the corner, and the prospect of an A-League Men side is drawing closer. Asked why ASG chose to invest in Canberra United and Canberra itself, Fotopoulos’ answer was simple.

“Canberra has stacks of football culture. It is a football city,” Fotopoulos said.

Speaking on the decision to retain the name Canberra United and not undertake a rebrand, Fotopoulos pointed to the club’s history and connection to the community.

“We retained the name, Canberra United, because of the history and the association. We felt there were more positives to retain the name,” Fotopoulos said.

The new ownership also wants supporters to play an active role in shaping the club’s future.

“The fans will be involved in making decisions,” Fotopoulos said.

Fotopoulos revealed that the club is already consulting with fans on the introduction of a nickname and is looking at developing a playing kit that is designed by the fans.

While Canberra offers a unique opportunity for professional football, Fotopoulos acknowledged the club will still compete for supporters’ attention alongside established sporting organisations such as the Canberra Raiders and ACT Brumbies.

Rather than viewing that as a disadvantage, he believes Canberra’s appetite for sport presents an opportunity to grow the club’s presence in the capital.

“It is something that allows us to accelerate the building of the brand in Canberra, Canberrans really love their sports,” Fotopoulos said.

 

The road ahead

The 2026/27 Ninja A-League season kicks off in October, and the priority for Fotopoulos and ASG at Canberra United is to ensure that Canberra is ready to compete not only next season, but sustainably for the years ahead.

“For us, it’s really stabilisation for the women’s. Build that and build the infrastructure around the women then translate that into an additional structure for the men’s program,” Fotopoulos said.

Infrastructure also forms a key pillar of ASG’s long-term vision. Fotopoulos said securing a long-term home at McKellar Park and improving football facilities across Canberra would play an important role in supporting future growth.

He believes better facilities will benefit not only Canberra United but football throughout the ACT and surrounding region.

Importantly, the takeover of the club included an option to introduce a team into the A-League Men’s competition from the 2028/29 season, which is something that ASG intends to pursue.

When speaking about the future of the proposed senior men’s side, Fotopoulos pointed to the quality within and around the organisation that will ensure its introduction.

“We’re quietly confident, the football department is very positive. There are a lot of quality people, both in Canberra and outside of Canberra, that have indicated interest in being part of the elite pathways academy structures that will be the foundation for a new A-League men’s team,” Fotopoulos said.

 

More than a football club

For Fotopoulos and ASG, this investment is about more than just owning and running a football club. The focus extends beyond results on the field to developing an integrated football structure and greater cohesion across the game.

In order to support a strong senior men’s and women’s side, Fotopoulos outlined the importance of establishing strong junior pathways for young players growing up in Canberra.

“One of the other big picture objectives is to finally get to establishing a permanent pathway,” Fotopoulos said.

Fotopoulos believes that these pathways will ensure long-term stability for Canberra United and help form the foundation of both senior playing groups for years to come.

However, it wasn’t just an investment in football in Canberra. It was a vote of confidence for women’s football in Canberra in particular.

While excitement is building around a potential expansion into the A-League Men, Fotopoulos believes that the current moment represents an even greater opportunity for the women’s game.

“If I was to look at any other time in history, this is probably the strongest time to invest in women’s football,” Fotopoulos said.

 

Mizuno’s Australian gamble: can a 120-year-old brand break through?

When Mizuno unveiled a mural of Socceroos captain Harry Souttar on a Richmond wall during the 2026 World Cup, the company’s name did not appear on the artwork. The artist, Rory Ledge, painted Souttar as the “Minister of Defence” behind a brick wall. Channel 7 and Channel 9 turned up. The Herald Sun ran it in their Saturday edition. Mizuno’s brand director called it “mainstream awareness” without paid media.

The mural sat within a broader push by the Osaka-based company to expand in Oceania. For the fiscal year ending March 2026, Mizuno reported sales of ¥259 billion, up 7.8 per cent year-on-year, with net income of ¥18.4 billion representing 20.5 per cent growth . Operating profit rose to ¥22.6 billion. The Asia and Oceania segment is central to the company’s medium-term plan, which targets net sales of ¥290 billion by fiscal 2027.

The growth imperative

Australian football has not historically been kind to specialist boot brands. Nike, Adidas and Puma dominate retail shelves. A-Leagues collective bargaining agreements and club deals have locked in incumbents. For a brand without the marketing budgets of its competitors, the path to relevance runs through the players.

Mizuno has grown its Australian ambassador base from one athlete to around 20 across the A-Leagues in recent seasons. Melbourne City’s Tolgay Arslan, who played in the Bundesliga and Serie A before arriving in Australia, told Front Page Football: “If I discovered these boots ten years ago, I would wear these boots overseas in my career.” Western United midfielder Angus Thurgate called them “the comfiest boots I’ve ever worn”.

The mural moment

Richmond was chosen for the mural because of its location. The suburb sits at the centre of Melbourne’s sporting precinct, five minutes’ walk from the MCG and AAMI Park. It is already home to murals of AFL players. Rowena Corner Store owner Con, who agreed to host the artwork, had previously welcomed murals of Dusty Martin and an AFLW player.

“We didn’t have access to Harry because he was in the US competing,” brand director Rishi said. “We couldn’t do a photoshoot. So we had to be clever. The best ideas come from real time, aligned with what the public discourse looks like. Once we saw his Wikipedia page updated to refer to him as the Minister of Defence, we knew we could play into this.”

Ledge incorporated an existing window into the design to create a net behind Souttar’s figure. The mural appeared the morning of the Paraguay match, when Australia’s clean sheet sent them into the knockout phase.

The World Cup provided a massive backdrop. The Socceroos’ run captivated the nation: 4.84 million Australians tuned in to the Paraguay match, making it the most-watched World Cup match in SBS history at the time, with an average audience of 3.086 million . The final reached 5.26 million viewers, and cumulative tournament reach hit 18.04 million— 64 per cent of Australia’s population. SBS director of sport Ken Shipp said: “We’ve never seen engagement at this level.” Mizuno spent comparatively little and had Channel 7 and Channel 9 on site.

The commercial question

For a brand with limited marketing firepower, organic PR coverage is the prize. The question for the company’s Oceania division, still in growth mode, is whether a mural and a handful of player endorsements can convert into sustained commercial traction. Retail partnerships with Ultra Football, which has created a dedicated Mizuno space at its Melbourne store, suggest the company is thinking beyond campaigns.

Mizuno’s European expansion has taken a different path. The company signed a five-year deal to become AS Monaco’s technical equipment partner from the 2025-26 season, its first entry into Ligue 1. It already has a presence in Germany’s Bundesliga and Italy’s Serie A. In Australia, institutional partnerships are harder to secure. The approach has been slower: build through athletes, then through community, then through culture.

The Queensland government signed a Memorandum of Understanding with Mizuno in March 2026 to explore the Japan-Australia Sports & Health Innovation Exchange (JASHIE), a two-year partnership focused on sport and health innovation . The agreement supports Queensland’s preparations for the 2032 Olympic and Paralympic Games.

The mural campaign reflected a broader trend in sporting brand marketing, where IP restrictions and athlete availability increasingly demand creative solutions. “I love what Levi’s did because they were able to lean into their brand codes and tell what I believe to be the most memorable advertising story from the World Cup,” Rishi said. “This is a different page out of fundamentally the same playbook.”

Mizuno’s boots are not cheap. The Made-in-Japan models retail well above competitors’ offerings. The brand’s pitch rests on quality and heritage, not price or volume. That is a harder sell in a country where discounting dominates and cost-of-living pressures are squeezing households.

The Souttar mural will eventually fade or be painted over. Mizuno is betting that by the time it does, enough Australian football fans will have noticed the three stripes’ quieter rival.

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