Perhaps the best thing James Johnson can do for Australian football is leave it alone

Much hope has surrounded Football Federation Australia’s decision to appoint one of our own to its helm. Intelligent, well connected, young and with actual experience in and around the game at the highest level, James Johnson ticks all the boxes when it comes to the type of person many believe should be shuffling the deck chairs and mapping the course for the medium term future.

With no doubt scores of meetings to attend, stakeholders to acquaint and new relationships to be formed, Johnson has been and will continue to be, a very busy man. Having outlined a broad vision of fundamental issues that he sees as at the top of the FFA to-do list, Johnson will now set about forging trusting relationships with those capable of supporting and assisting in the implementation of his plans.

A national second division is potentially the most burning issue and to many the most vital. Some suggest an aggressive approach, brisk establishment and an ironing out of issues on the run, as the competition begins to take shape. Those feeling that approach is the right course are somewhat misguided in their view that an established second tier would automatically provide something of a magic elixir for the domestic game.

More prudent would be Johnson overseeing a measured approach to what could be the most significant change in Australian football for decades. The risk adverse leadership that the game has endured since the A-League was established 15 years ago does need to be energised, yet Johnson’s significant experience will not see him throw the game into the fire without a well thought out plan and a strategical approach that stands a fighting chance of success.

Whatever the final timeline does prove to be, the game is about to experience a significant change when the much awaited second tier is established. It will be a move with the potential to reconnect the fractures that separate those involved and gripped by the A-League model and others embracing Australia’s footballing past in the form of their community clubs and NPL competitions.

That chasm has been a fundamental road block to growth in Australia, with a significant portion of the football loving public remaining sceptical of the franchise model on which the A-League was based. Moreover, younger fans without ties to some of Australia’s oldest, traditional and culturally rich clubs struggle to appreciate that history, nor value its importance in terms of potentially bringing thousands of supporters back to a fully functioning, multi-leagued national competition.

The change that is coming will be welcomed, however, symptomatic of the excessive tinkering and fiddling with the game that has taken place since the inception of the National Soccer League competition in 1977.

1984 saw the adoption of a conference system that lasted just two seasons and resulted in many clubs being demoted back to local competitions. In 1989, the long argued case for summer football came to pass as the competition shifted its season to the warmer months. Around the same time, the rather cringe worthy concept of making football ‘mainstream’ took over the thinking of those at the helm.

After decades of clubs building stable communities, essentially based on migrants supporting each other in the search for a sense of belonging, ethnically based club names and logos were forcibly altered. Ethinic flags became forbidden in a rather flawed attempt by David Hill and his board to cleanse the game of its migrant past. It was an odd move considering the profile of the average NSL fan.

The new approach was parlayed into the creation of a host of clubs such as Parramatta Power, Collingwood and Carlton, all obvious attempts to draw in people from both NRL and AFL markets. It was an unmitigated disaster.

Teams battled financially, broadcasting rights delivered little return and sponsorship dwindled. The NSL was dead by 2004, thanks mainly to rather poor decisions and a failure to appreciate the base from which the Australian game had grown.

Along the way, competition changes were also constant. You name it, Australian football tried it. The traditional first past the post style morphed into grand finals, two-legged grand finals, five team finals’ series, six team finals’ series and even points incentives for matches won by larger margins.

At one point, drawn matches resulted in a penalty shootout to determine the destination of the third point.

At that juncture, reinvention seemed the only way forward and thus the A-League was born. Ironically, the future was to be based on wholesale and sweeping changes, required after years of exactly that.

The game has not been left alone for decades, nor been allowed to find its own unique identity thanks to an array of administrators who thought they knew better.

Whilst everyone acknowledges the need for growth and change as Johnson moves into the top job, it might be prudent to remind ourselves of that fact.

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

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.

FA Board of Directors Welcomes Two New Appointments

Rachel Wiseman and Angela Mentis will join the FA as Directors, reflecting a continued drive within the governing body to prompt a new era for football in Australia.

 

Leading with expertise

Both Wiseman and Mentis join the FA at a time of immense change and ambition.

In February, the appointment of Martin Kugeler as CEO was symbolic of new beginnings for the industry. And now that Wiseman and Mentis are on board, the FA looks set for a defining year.

“We are pleased to welcome Rachel (Wiseman) and Angela (Mentis) to the Football Australia Board,” expressed Football Australia Chair, Anter Isaac.

“These appointments reflect a deliberate effort to strengthen the Board’s capability across commercial strategy, digital transformation, financial services and major rights environments.”

If Australian football is to progress across digital, commercial and beyond, industry experts must sit at the centre of governance.

 

Aligning experience and vision

Most recently Chief Executive Officer Member Capital at NRMA, Wiseman brings experience and knowledge in executive roles, and legal practice.

Further to overseeing the growth and diversification of NRMA since 2016, as well as leading Tabcorp Holdings Limited as General Manager, Commercial Development – International, Wiseman has past experience in the sports landscape.

As Director of Business Affairs for Fox Sports Australia between 2007 and 2024, Wiseman negotiated agreements to broadcast key sports rights. With Football Australia looking to grow its financial power and commercial strategy in the coming years, Wiseman’s knowledge aligns perfectly with the governing body’s vision.

Mentis is an industry leader in financial services, with an extensive range of skills across customer and culture transformations.

Furthermore, following more than 30 years of work spanning Australia, New Zealand, Asia, United Kingdom and USA, Mentis will help the FA with essential, high-quality leadership.

While at the National Australia Bank, Mentis led a division over 900 people across Australia, Vietnam and India. And as the first female Chief Executive Officer at the Bank of New Zealand from 2018-2021, there is no question that Mentis’ credentials and expertise will bring about significant change and organisation at the FA.

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