Terry McFlynn: “I’d like to see clubs have stand-alone facilities”

Terry McFlynn played over 200 games for Sydney FC, second only to Alex Brosque. After retiring from the game, he joined the staff at Sydney FC before heading west to be Perth Glory’s football operations manager, and he is also a Executive Committee member of Football Coaches Australia. Terry spoke to Soccerscene about his career, how the A-League has improved and where it can continue to grow.

Q. How did you become involved in football?

McFlynn: “Well, obviously it was back when I was living in Northern Ireland. I was an avid watcher of the game, and my uncle Mark who was a big influence on my career all the way through, I’d go visit him and just play on the street. At the age of 12 or 13, he took me to my first team in the next village to where I lived in Swatragh. So I got involved in the game at an early age.”

Q. How did the opportunity to play for Sydney FC arise?

McFlynn: “I left Northern Ireland when I was 15 to go to QPR, and I was there for 5 years. I dropped out of the Football League into Non-League and conference with a few various clubs and ended up with Morecambe, who had just got promoted up to League 1 now. During that period living in London, I met my wife Emma who is an Australian from Perth. She wanted to come back to Australia after being in England for a few years, at that time the A-League was just starting, so I sent an email to all the clubs asking for a trial and Sydney FC was the only team that replied to me and offered me one, so that’s how it all came about.”

Q. What were your impressions of Australian Football after joining?

McFlynn: “I’d come from the conference so I didn’t know what to expect, to be honest. We had a lot of very good players at Sydney FC in season 1, like Steve Corica, David Zdrilic, Ufuk Talay, Mark Milligan, David Carney, Robert Middleby, and then after some time, we signed Dwight Yorke. We had a lot of very established Australian internationals and the standard was high. The coach at the time was Pierre Littbarski with Ian Crook as his assistant, so the intensity of training was very high. We had a fitness coach named Darren Welsh who previously worked in the AFL so the fitness levels were high too throughout the whole group. It was a really pleasant experience when I first joined the club, because of the professionalism, intensity of training, and quality of players I was training with every day.”

Q. Was the challenge of transitioning into a backroom role a challenge?

McFlynn: “It did have its challenges. I was fortunate because four years before I decided to retire I started studying a master’s of coaching education at Sydney University. I was preparing myself for retirement, and life after football. When I finally did retire I had a few different conversations with Scott Moore, the chairman of Sydney FC, and then had a meeting with Graham Arnold. Frank Farina had left the club and he was coming in as the new coach. We discussed life, football, the A-League, we hit it off and Graham offered me a position in his staff. It was difficult initially to make that transition from getting up for over 20 years to the training ground with a focus on a game on the weekend, to just a normal 9-5 job. Even though in football no job in 9-5. I was very fortunate to have people around me to help with that transition. People at the club helped me a lot.

Q. Do you think the A-League has improved in terms of professionalism since season 1?

McFlynn: “Yeah definitely. If you look back at season 1 of the A-League there were a lot of marquee players and younger players, unknowns. Off the field clubs have made a lot of improvement in terms of facilities, they’ve done a great job with the CBA (Central Bargaining Agreement) negotiations in terms of minimum medical standards, travel, and all the other things that add layers to professionalism in what we are trying to achieve. I think the level of coaching has improved, as the A-league has progressed, and the quality of recruitment has improved. We aren’t seeing older European or South American players coming here for a payday, we are seeing the likes of players like Marcos Flores signing for Adelaide, who was unknown, and they come and lift the league upwards. Melbourne Victory with Fred, Milos Ninkovic, Diego Castro at Perth Glory. In terms of professionalism and recruitment, it has improved since season 1. 

Q. Where could it continue to improve?

McFlynn: “I think something that if you ask anyone in around and the Football department of all clubs, its facilities. If we can get to the point where we all have our own stand-alone facilities because I think a lot of the clubs, not just in the A-league but sport in general across Australia, share facilities. I know that is a bugbear for many people in football departments because they don’t have access to gyms, recovery centres, and pitches when you need them. That is something I’d like to see across the board, similar to the MLS, where clubs have access to stand-alone training facilities and stadiums, which contributes to the revenue-raising part of the football business as well.”

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Europe Is Packing Out Stadiums – Is Australia Missing the Bigger Picture?

More than 60 million fans attended matches across Europe’s five major domestic leagues during the 2025/26 season, with average attendances rising 2.4 per cent to 34,402 spectators per game.

On the surface, the figures paint a picture of a healthy ecosystem. Stadiums are fuller than ever, supporters continue to attend in large numbers and live football remains one of the most compelling entertainment products in the world.

But headline crowd figures only tell part of the story.

The more revealing measure is stadium utilisation how much of a venue’s capacity is actually being filled and the structural factors influencing those numbers.

For clubs, higher attendances don’t simply mean more ticket sales. Every additional supporter creates revenue opportunities across hospitality, food and beverage, merchandise and memberships. Modern stadiums are increasingly designed to maximise revenue per visitor, making infrastructure investment as much a commercial decision as a football one.

Attendance growth needs context

In Germany, the Bundesliga reclaimed its position as Europe’s best-attended league, averaging more than 42,300 spectators per match following a 9.4 per cent increase on last year’s figures.

However, much of that growth was driven by the return of traditional powerhouses Hamburger SV and 1. FC Köln. Both clubs continued to attract crowds of more than 50,000 despite spending recent seasons in the second division.

Their promotion didn’t suddenly create new supporters.

It returned two of German football’s biggest fan bases to the top flight, demonstrating how promotion and relegation can significantly influence league-wide attendance trends.

Everton shows how new stadiums can unlock demand

While the Premier League recorded another increase in average attendance, much of that growth can be traced to Everton’s move into the new Hill Dickinson Stadium. The larger venue added almost 13,000 spectators per home match compared with Goodison Park, accounting for more than half of the league’s overall attendance growth during the season.

Rather than generating new demand, the project unlocked demand that already existed.

That distinction matters.

Attendance should be viewed alongside stadium utilisation because many clubs have effectively reached capacity.

A stadium averaging 98 per cent capacity tells a very different story to one averaging 60 per cent, even if the latter attracts more spectators overall.

High utilisation suggests strong demand, pricing power and a compelling matchday experience, while lower utilisation can indicate untapped potential or a venue unfit for its market.

Capacity is becoming a strategic issue

In competitions where grounds are regularly close to full, future growth will depend less on attracting new supporters and more on expanding or redeveloping stadiums.

Elsewhere, the opportunity lies in making better use of existing capacity.

Spain illustrates how infrastructure can also temporarily suppress attendances. Barcelona’s continued absence from the Spotify Camp Nou during its redevelopment has limited crowd numbers despite strong demand.

Real Madrid’s renovated Santiago Bernabéu, meanwhile, demonstrates how modern stadium investment can increase not only capacity but also commercial revenue through premium hospitality.

League structures also shape attendance trends

Ligue 1’s growth over recent seasons has coincided with its reduction from 20 clubs to 18, concentrating a greater number of well-supported clubs within the competition and lifting average attendances as a result.

Stadium investment, league composition, promotion and relegation, and long-term supporter culture all play a role.

Taken together, the figures suggest that attendance growth is rarely driven by a single factor.

The lesson for Australian football

Crowd figures are often viewed as the primary indicator of a league’s health, but European football demonstrates that context matters just as much as the headline number.

The recent Australia Cup fixture between South Melbourne and Preston Lions provides a good local example. While the official attendance was 6,673, the packed grandstands, active supporter groups and television presentation created an atmosphere that felt far larger than the raw figure suggested.

It was a reminder that fan engagement, venue utilisation and matchday experience can often say more about the health of a competition than attendance alone.

A sold-out 15,000-seat stadium may indicate stronger demand than a half-full 30,000-seat venue, while investment in infrastructure can unlock thousands of additional supporters without changing underlying interest in the game itself.

As clubs continue to invest in new stadiums and redevelop existing venues, attendance should increasingly be measured not simply by how many people are watching, but by how effectively football is meeting supporter demand.

The crowds may be rising, but the real story is why.

From Classroom to Global Football: GIS Opens New Career Path

The Global Institute of Sport (GIS) has opened new opportunities for students who want to build careers in football. GIS has partnered with the World Football Summit (WFS). The partnership offers two exclusive scholarship and internship opportunities.

Students can gain practical experience while studying. They can also build industry contacts and learn how the global football business works.

Two Football Industry Roles

The first opportunity focuses on partnerships and commercial development. Students in the Partnership Executive Intern role will support WFS commercial activity. They will learn how football organisations build and manage partnerships.

The second role focuses on clubs, leagues and federations. The Club, League & Federation Relations Intern will support WFS relationships with football organisations. This includes key stakeholders inside football.

Both roles give students direct exposure to the business side of the sport.

International Experience

The placements also offer flexibility. Full-time students can complete a six-month internship or placement. WFS will tailor the experience to each student’s profile and availability.

Part-time students can complete two six-month placements. This gives them exposure to different areas of the WFS business. Students may work remotely or at the WFS headquarters in Madrid. The final setup will depend on the student and WFS requirements.

A Global Football Network

WFS has built a major international football network since its launch in 2016. The organisation has hosted events across 11 countries. More than 44,600 people have attended its events. Its network now includes more than 153,000 football industry professionals.

WFS events have also featured major football figures. These include FIFA President Gianni Infantino, Ronaldo Nazário, Rio Ferdinand, Didier Drogba and Javier Tebas. The partnership gives GIS students access to this wider football ecosystem. It also connects academic study with real industry work.

Applications Open for 2026

Applications opened on 18 August 2026. New and existing GIS students can apply. The deadline is 14 September 2026.

For students targeting careers in football business, the opportunities offer a direct route into the industry. They can develop commercial skills and can build professional networks. They can also gain experience with the relationships that drive modern football.

To learn more about the GIS scholarship program click the link here.

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