FCA Ambassador Ernie Merrick on being a football coach

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The players must have clarity in their roles and a belief in the formations and structures being implemented by the Head Coach.

As often stated, there are only two types of coaches in football – “those that are sacked or those about to be sacked”.  Such is the emotional nature of the sport and the insecurity of the role.

It seems that, in most football clubs, negative short-term results determine the employment status of the coach. How much time are the club Board prepared to allow the Head Coach to build a team for the future?

Football can be simplified and defined as a team invasion game. The objective is to invade territory to an area where goal-scoring is possible. The players must have clarity in their roles and a belief in the formations and structures being implemented by the Head Coach.

A major failure of any player is not being involved in the invasion. Penetration through forward passes and movement is critical and everyone needs to play their part. FEAR is the foremost inhibitor of performance.

There is no doubt, that the noise from the critical and emotional minority affects decisions regarding short-term results – wins or losses.  Logic and reason would favour a coach who strategically plans and implements developmental processes which will deliver sustained success over time. Sir Alex Ferguson won Manchester United’s first EPL Premiership after 7 years and went on to win 13 EPL Championships and 17 other trophies.

The ultimate aim of the coach is to find the line between luck and skill and shift it. Luck plays a role but the implementation of programs that develop skilled technique, tactical decision-making, strategic awareness and game plan execution will grow the club and achieve continued success in the longer term. The Head Coach focuses on the TEAM, however, management is about INDIVIDUALS.

The modern professional game requires expert staff comprised of coaches and service providers to cover all aspects of player development – technical, tactical, physical, mental and personal skills. The Head Coach/Manager must demonstrate that he is able to coordinate the staff and drive change with a clear vision of the processes involved. He must be capable of planning a comprehensive holistic program and develop relationship skills that encourages staff and player buy-in and a willingness to be accountable.

The Head Coach must demonstrate competence in:

  • Enlisting support staff with qualifications, experience and education skills
  • Targeting the recruitment of players who fit specific profiles within the team game plan who have the necessary skill set combined with the right mindset and resilience
  • Implementing a program which clearly defines his coaching philosophy
  • Designing an attacking Game Model that will provide the best opportunity for success
  • Encouraging a brand of football that excites the crowds and makes them feel part of the game
  • Providing the club fans via the media with club driven news and team information

Poor results in the early stages of the coach appointment is not unusual but has to be managed and conciliated. Providing honest relevant information which accepts and identifies problematic issues and a club perspective on how matters will be resolved is always helpful.

Winning teams embrace pressure and the weight of high expectation.

The key to long term success is managing failure and learning from it.

As Einstein states – “Failure is success in progress.” [That’s Jimmy Einstein from Glasgow not Albert].

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The A-Leagues Final Series important status also a secret hinderance

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The Isuzu A-League finals series is a huge event in the footballing calendar, though its contribution to stagnant attendance numbers in the league is something to be said.

If the 2025/26 finals series follows similar patterns to those before it, it will gather huge traction and strong ticket sales.

It is the largest event for the domestic league, bringing in massive amounts of viewership through media and gate receipts.

Finals series from years past have shown this, with the 2024/25 final, a Melbourne derby, being sold out within 48 hours and gathering significant viewership online.

The idea of a finals series lies within the Australian sporting ethos; the other sporting codes have had this tradition for most of their existence, especially in recent history.

Football, though, is different from the rest of the sporting codes in Australia, unique even. This has historically contributed to its inability to integrate into the same supported status as other codes.

Many in the Australian footballing community, supporter groups, players, coaches, and even the new Director of Football Australia, have voiced concerns over fan numbers in the league competition.

It wouldn’t be absurd to say that maybe, though profitable now, the finals series is actually taking away from the league itself.

Consider the media image: the league winner is called the “minor premiership,” and ticket sales and viewership figures reveal a huge disparity between the two parts of the A-League.

It must be said that an alternative that could work in unison with the league and possibly increase viewership of the league itself would be a great advantage.

It would allow the league to gain more jeopardy and drama, which could build greater interest in attending league games.

One alternative is already here.

No other sporting code in Australia has both a league competition and a cup competition. Football in Australia does.

The Hahn’s Australia Cup is our equivalent to the FA Cup in England or the Copa del Rey in Spain.

These are competitions that offer a finals option in a different competition entirely. They generate huge traction while never diminishing the importance of the league and, therefore, its popularity.

These cup competitions cannot be discussed without acknowledging some obvious differences.

They don’t face the same popularity issues that football does in Australia. It’s obvious the Hahn’s Australia Cup doesn’t yet gain the traction that the finals series does.

However, for a healthy footballing environment with increasing fan numbers, it should.

The idea of elevating the Hahn’s Australia Cup and scaling back the finals series is a complex question, one that is treated like a “no-go zone” by many in the Australian footballing community, and that is understandable.

Though big changes like this might, in the end, be credible options for the future of the sport in this country.

Larger plans must be set in motion, strategies that can be worked towards and refined along the way. It is the process by which all large organisations, business models and even national governments build their strategies.

Such a shift will be scrutinised and pushed back against.

Though with further fine-tuning and smart investment in development, not to mention the introduction of promotion and relegation and the possibility of changing the footballing calendar.

It could replicate the success that these two-competition models already enjoy in other leagues.

The added importance that the premiership would gain, the reality that every game matters, could alongside other strategies entice fans to more games, increase viewership and ticket sales, and create more dedicated fan bases. It works in other nations, very well in fact.

The possibility of two teams lifting a trophy, rather than one single event defining it all, sounds like a strategy that could deliver more engagement over longer periods of time.

Maybe Australian football doesn’t need to answer this question just yet. It is complex, difficult and it would require a great deal of work, including significant investment into the game, which is another issue entirely.

Yet as low attendance numbers persist in the A-League, even alongside increased media viewership, something needs to change for football in Australia.

The rise in popularity of this game and its dedicated community deserves bold ideas and forward thinking.

Ideas like this could eventually begin to change the landscape of the beautiful game in Australia for the better.

How Husqvarna Is Helping Stadiums Cut Costs Without Cutting Quality

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Image Credit: Husqvarna

At a time when operational costs are rising across global sport, stadiums and football clubs are being forced to rethink one of their most overlooked expenses: turf maintenance.

From diesel consumption to labour hours, maintaining elite playing surfaces has traditionally been both resource-intensive and environmentally taxing. But new data emerging from venues like CBUS Super Stadium suggests a smarter, more sustainable model is already taking hold.

Leading that shift is Husqvarna, whose autonomous turf technology is quietly reshaping how professional venues manage their playing surfaces. Their product delivers measurable cost savings without compromising quality.

Cutting fuel consumption costs

At CBUS Super Stadium, the introduction of Husqvarna’s CEORA™ robotic mowing system has reduced diesel usage by approximately 20–30 litres per week. Over the course of a season, those savings compound into a significant reduction in both fuel spend and carbon emissions. This is particularly efficient for stadiums hosting regular fixtures and large-scale events.

CBUS Super Stadium General Manager Kristian Blundell said the robotic mower was a game-changer for the venue:

“This technology is not replacing staff but rather giving our grounds team the ability to do what they do best by helping to improve turf management processes, better manage fatigue and decrease our environmental footprint”

But the impact goes beyond fuel.

 

Time efficiency

By automating routine mowing, Husqvarna’s technology enables grounds teams to focus on higher-value maintenance tasks, from pitch recovery to detailed surface management. The result is not only greater operational efficiency but also improved turf consistency, which is an increasingly critical factor in elite football performance.

The benefits are being mirrored beyond stadium environments. At Oatlands Golf Club, Husqvarna’s autonomous mowing has delivered savings of up to 60 litres of fuel per week while freeing up staff for precision work. Quiet, round-the-clock operation also ensures surfaces are maintained without disrupting play—an advantage that translates directly to multi-use stadium settings.

Image Credit: Husqvarna

Importantly, Husqvarna’s lightweight robotic systems reduce the wear and tear typically caused by traditional heavy machinery. This not only protects the integrity of the playing surface but also reduces the need for costly repairs over time.

Football clubs navigating tight budgets at grassroots and semi-professional levels could benefit from such cost savings.

With rising energy prices, increasing sustainability expectations, and limited staffing resources, the ability to cut costs while improving performance is no longer optional. Solutions like Husqvarna’s CEORA™ are positioning clubs to operate more efficiently today, while preparing for a more environmentally accountable future.

As the sports industry continues to evolve, one thing is becoming clear: the next competitive edge may not just come from what happens on the pitch—but how it’s maintained.

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