Simon Pincic talks upgrades at Somers Street and future of Melbourne Knights

Knights Stadium facility upgrades are almost complete with new irrigation and drainage systems, perimeter fencing, turf for pitches 2 and 3 and an inaugural small-sided pitch 4.

Knights Stadium is one of the most iconic grounds in Australian football and has a storied history dating back to 1989, highlighting the longevity of the Knights’ success in Victorian football.

In an interview with Soccerscene, Melbourne Knights President Simon Pincic discusses the progress at Somers Street from its start in January, the clubs view on improving the women’s teams and how the Knights continue to focus on youth development at all ages.

The upgrades were confirmed in early January are part of a big plan by the Knights to ‘provide a leading sporting facility in Melbourne’s West.’

After the announcement of the upgrades in January, how are the developments coming along at Somers Street?

Simon Pincic: We’re now most of the way there, getting through the final stages and we hope the bulk of this project is completed by the end of next week.

It started out with doing a bit of pitch work just to make our playing surfaces better and we kind of adapted and evolved from what was a six week project to now a four month project.

We ripped up the existing surfaces then added drainage and irrigation to both pitches, levelling off the pitches then finishing it off by installing the turf.

Pitch 3 is down by the end of next week. It’s the training ground and now we’re able to make that a full size, community ground for the u18’s NPL side.

We were also able to add in a small-sided pitch for our younger age groups, so the u8’s and 9’s can play there.

In addition to that there is new perimeter fencing around those pitches, added footpaths, and then the final touch is installing new lighting for Pitch 3 but that probably won’t be until next year when we are planning on upgrading the lighting on Pitch 2.

The early stages of pitch works back in January.

The upgrades and your previous statements at events suggest there is an emphasis on youth development for the Knights. Has that been a big discussion point for the Knights board members?

Simon Pincic: The club have always prided ourselves on giving our juniors a chance. Every season or every second season we tend to push one or two of our junior players to the senior squad. They don’t always make it at the senior level, but we give them a couple of years in that space.

Recently we had [Luka] Kolic pretty much play two entire seasons as an 18 and 19 year old and then went on to sign for Melbourne Victory. As proud as we are of that sort of stuff, we think we can do better with the younger age groups.

Really putting a lot more emphasis into that real grassroots level so from the youngest ages of three to six and starting teams from the u7’s where we really drive home skill development and that sort of stuff.

The goal is trying to develop these players so we can have a crop of ten or twenty that come in from the u7 level and majority of them are still there when they get to the u18 or u23 level so instead of just poaching talent from elsewhere, we can utilise the players from our own set up.

Newly appointed Senior Men’s Head Coach, Ivan Franjic. Photo by: Mikko Robles/MKFC

What is the focus on women’s football now with the increased participation across the country? Is that a priority for the Knights?

Simon Pincic: With the youth set up, it’s not just with the boys but with the girls as well. We haven’t had much luck with that recently when we lost our senior women’s side a couple of years ago and we’re working on improving some facilities for them as well.

Part of the project includes adding girls and women’s changerooms and putting a big emphasis next season on growing the number of junior teams that we’ve got.

With these upgrades, we can have elite level facilities for women in the west which doesn’t exist at the moment so hopefully within a few years we can build that up, have most age groups and build an elite pathway for the girls to follow.

The stadium seems to be a part of a long-term goal to be one of the biggest clubs in the country. Are there any future ambitions for the club and the stadium that the Knights are focusing on?

Simon Pincic: We’ve got a master plan that we started around the start of Covid and have been campaigning for quite a while.

The southern end of our stadium will be flattened, the terracing behind that southern goal, which faces pitches two and three, will be removed and the new club house will be built there with some new terracing and stadium seating behind there.

Also the removal of the old clubhouse and the installation of the new synthetic pitch which is all part of a grand plan.

We obviously need a small amount of funding to get that started and we will breakdown how we complete these tasks and work around any issues.

There will be refurbishments to the clubrooms, changing rooms and stadium terracing to ensure we can host the bigger matches like the Brisbane Roar one again in the upgraded stadium.

There is quite a grand plan there and this year we are taking that first step to completing that clubroom plan.

Previous ArticleNext Article

Arncliffe Aurora’s Riverine Park investment creates a platform for growth

Arncliffe Aurora Football Club has started a new chapter with the launch of Riverine Park, creating a larger platform for football, community engagement and long-term growth in Sydney’s St George region. More than 2,500 people attended the community opening on 8 August, marking the club’s first matches at its new home and showcasing a significant upgrade in its operating capacity.

Riverine Park provides two full-size natural turf football fields, modern player and community amenities, and a new clubhouse. The additional capacity responds to strong growth in Arncliffe Aurora’s football programs, particularly at junior level. The club has also highlighted a $2.5 million investment in facility upgrades. Together with its existing Arncliffe Park base, Riverine Park gives Aurora two homes and a stronger physical platform for its football operations.

More capacity allows the club to accommodate more teams, players and programs, while updated facilities can support stronger member retention and recruitment. They create more opportunities for coaching, development programs, events and community activities. The new site can also strengthen the club’s commercial proposition; a modern facility gives sponsors greater visibility and provides more opportunities to activate partnerships around football and community events. It can also help the club build relationships with schools, community organisations and football bodies. That matters as grassroots clubs increasingly operate as community hubs rather than simply sporting organisations.

Riverine Park also creates opportunities for the wider football ecosystem. Football St George has identified the facility as a platform to grow participation and provide opportunities for players of different ages, abilities and backgrounds. Bayside Council’s project includes upgraded change rooms, toilets, canteen facilities, lighting, seating and solar panels, adding further functionality to the precinct.

For Arncliffe Aurora, the investment is therefore about more than adding fields. It creates infrastructure that can support participation, player development, community programs and commercial activity over the long term. The challenge now shifts from construction to utilisation. The club must maximise the new capacity, maintain the assets and convert greater participation into a sustainable operating model to benefit the community long-term.

Has football become too expensive for its own supporters?

Football has never been more valuable.

Broadcast rights continue to generate billions of dollars, commercial partnerships are growing in scale, and clubs are investing heavily in new stadiums, technology and fan experiences. On the surface, the business of football appears to be in excellent health.

But there is a question worth asking.

As clubs continue searching for new revenue streams, are they making it harder for the very people who built the game to remain part of it?

The Rising Cost of Being a Football Fan

Over the past decade, supporting a football club has become increasingly expensive. Ticket prices have risen, particularly at Europe’s biggest clubs; for example, Manchester United have recently increased ticket prices for a fourth consecutive year.

The debate reached a global audience during the 2026 FIFA World Cup. Ticket prices prompted widespread criticism from supporter groups, with concerns over dynamic pricing and the overall cost of attending matches.

For many travelling fans, the cost extended well beyond admission, with flights, accommodation and local transport adding to an already significant financial commitment.

Even national team kits surged in price: Nike’s replica kits for nations such as England, France and Brazil retailed for €110 ($178 AUD), while the official match versions blew out as far as €110 ($260 AUD)

FIFA defended its adoption of the United States’ dynamic pricing model, arguing low prices would lead to inflated secondary market prices, which meant less money going back into football.

Yet the backlash highlighted a growing tension between maximising commercial returns and preserving accessibility for the game’s loyal supporters. Football Supporters Europe released a statement following the release of tickets, describing the prices as a “monumental betrayal to the tradition of the World Cup.”

None of these decisions exist in isolation.

Football clubs face rising operating costs, increasing player wages and growing expectations around facilities, technology and supporter engagement.

Stadium redevelopments, academy investment and player recruitment all require significant financial investment. Finding new sources of revenue has become a commercial necessity rather than a luxury.

Football Clubs Are Becoming Entertainment Businesses

Modern football clubs are no longer operating solely as sporting organisations. Many have evolved into entertainment businesses, with stadiums hosting concerts, corporate events, hospitality experiences and conferences alongside football matches.

From Tottenham Hotspur Stadium to Real Madrid’s redeveloped Santiago Bernabéu, clubs are investing in assets designed to generate income every day of the year, not just on matchday. 

Since moving to Tottenham Hotspur Stadium, matchday revenue has more than doubled over the last ten years and commercial revenue has nearly tripled during that same period

That strategy makes practical business sense.

The concern is whether supporters are gradually becoming customers first and fans second.

Loyalty Isn’t Transactional

Sport has always been different from other forms of entertainment because loyalty is rarely transactional. Supporters do not simply choose another club if prices rise or performances decline.

Many inherit their club through generations, travelling thousands of kilometres and investing countless hours because of an emotional connection that cannot be measured on a balance sheet.

That relationship is one of football’s greatest commercial strengths, but it also creates a responsibility.

Every pricing decision, whether it involves tickets, memberships or merchandise, should consider not only the revenue it generates today but the supporters it may exclude tomorrow.

The Cost of Watching Football

The cost of supporting a club doesn’t end once the final whistle blows. For many supporters, following football now also means paying for access to the game itself.

In Australia, broadcast rights are spread across multiple platforms, meaning fans who want to watch the A-League, Premier League, UEFA competitions and other major European leagues need several subscriptions. 

Individually, each service may represent reasonable value, but collectively they have increased the cost of following football throughout an entire season.

Broadcast Deals Come With Benefits

There is, however, another side to the argument. Broadcast rights are one of football’s biggest revenue streams, funding everything from player wages and production quality to grassroots investment and the continued growth of women’s football.

Broadcasters are paying significant sums for exclusive rights because live sport remains one of the few forms of content capable of attracting large audiences in real time. Without those investments, many competitions would struggle to maintain their current standard both on and off the pitch.

The issue, then, isn’t that football is harder to watch. It’s that following it has become increasingly fragmented. With matches spread across different platforms and services, football may be more accessible than ever, yet actually keeping up with the game can feel more challenging than ever before. 

A supporter shouldn’t need multiple subscriptions simply to follow their club, their national team and Europe’s biggest competitions. As football’s media landscape becomes more complex, convenience risks becoming another cost borne by supporters.

The recent Australia Cup match between South Melbourne and Preston Lions offered a timely reminder of what football looks like when supporters feel connected to their clubs. An official crowd of 6,673 created a vibrant atmosphere that translated brilliantly on television, or free on Football Australia’s YouTube channel.

The spectacle wasn’t driven by premium hospitality or corporate experiences. It was driven by passionate fans filling the stands and creating a classic football environment.

Finding the Balance

The challenge for football is finding the balance between commercial success and supporter accessibility.

Clubs, leagues and governing bodies don’t necessarily need to lower every ticket’s price or abandon lucrative broadcast deals. But they should continue asking whether growth is making the game easier to experience or simply more expensive to follow.

That could mean preserving affordable ticket categories, simplifying access to live broadcasts, investing in community initiatives or ensuring stadiums remain places where families and lifelong supporters feel welcome. Commercial innovation and supporter accessibility do not have to be mutually exclusive.

Football’s commercial growth is essential. Without it, clubs cannot invest in players, facilities or community programmes.

But growth should never come at the expense of accessibility.

The most successful clubs of the future will not simply be those that generate the highest revenues. They will be the ones that continue to fill their stadiums with supporters who feel they belong.

After all, football’s greatest asset has never been its broadcast deals or sponsorship agreements.

It has always been the people in the stands.

Most Popular Topics

Editor Picks

Send this to a friend