Wellington Phoenix Second Assistant and Head Analyst Jordan Manning: “l want to be the best that l can be and reach the highest level that l can”

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Image supplied by Jordan Manning

A humble and ambitious up and coming Australian coach Jordan Manning has been named the second assistant and head analyst for the Wellington Phoenix men’s team.

However, it wasn’t smooth sailing in the beginning after rupturing his ACL while playing football but in a way it was a blessing in disguise to re-evaluate his career options.

Starting out as a coach, then S&C and now becoming an analyst to recently commencing his pro coaching licence course, an impressive career thus far for Manning and by using the momentum of success to set new and higher objectives, an individual as diligent as he is will undoubtedly achieve a lot more than planned.

In a wide-ranging chat with Soccerscene, Jordan Manning discusses his career up until now, the barriers of being involved in different environments overseas, the challengers of doing the pro license, and the attributes of being a great coach.

Tell us a bit about your coaching career.

Jordan Manning: So l ruptured my ACL in year 12 and it was unfortunate at the time because l was playing and loved the game, but probably a good one for me where it allowed me to reassess what l needed to do. l really focused on school with my studies as a result of my injury. Completing my rehab in year 12 is probably what led me down the path of sport science and strength & conditioning to begin with.

I attended ACU and completed my Bachelor of Exercise Sports Science, a three year degree during which time l picked up some work as a U18 coach at the club l made my ACL return with, so that was really my start from there. I was at a club in the NPL from Queensland called Western Pride and it was a very successful program at the time. There was a lot of players in the first team group progressing on to play professionally or be in professional environments, including our Head Coach and my first coaching mentor, Graham Harvey.

At the end of 2018, l was identified by Brisbane Roar and moved into the U16s as a coach for the academy side at the time, which was a great experience. At the end of that season, there was a large change over at the Roar and Warren Moon came in to be the Academy Technical Director. With me having finished my Sports Science degree, he encouraged me to go in the role of High Performance of the Academy. At the time, we had COVID in our first year together which was a big job for me in that role to be working together with Warren to help keep everyone fit during a very challenging period.

Redlands United was an NPL team at that time and their Head Coach stepped away due to the impact of COVID on the club and Graham Harvey gave me the opportunity to be the first team coach during that season. It was a big challenge with no budget and half a team being tasked with keeping the side in the league but it’s by far one of my most enjoyable memories in football.

At the end of that season I moved to Peninsula Power on the recommendation of Mooney and had some wonderful times there winning the NPL in 2021. During this time Warren had moved up into the first team at the Roar, and the first team Sports Science role became available so he managed things really well for me at Power and l was able to transition out and move across to the Roar to be the Strength and Conditioning Coach for the 2022/23 season. At the halfway point, l was also made Analyst, so again very full on. However, having my A license and just completed my masters in Sports Coaching it was another good progression for me to have the dual role and be able to do both things.

Then l had an opportunity to go into Asia with Hyderabad FC in India which for me was such a great personal experience, different culture it’s very outside of what l have been used to and what l have experienced so l was there for six months before the club ran into some difficulties.

Luckily for me the opportunity came up to move to Buriram United around January/February time with Arthur Papas so l moved there and completed last season, we were fortunate enough to win the Thai League which was exciting to win my first professional trophy. Now I’m with the Phoenix and really enjoying working with Chief (Giancarlo Italiano), Adam Griffiths and Ruben Parker here.

Jordan Manning at Peninsula Power FC. (Image provided by Jordan Manning).

What influenced your decision to go into coaching?

Jordan Manning: l had always thought about coaching and always felt like my brain worked a bit quicker than my feet, l was a good player but l wasn’t the best so l always had plans to go down that pathway but then l ruptured my ACL a second time when l was 21 and that was the moment l thought ‘right l love the game l still want to be around the game l need to find another way to do that’ so for me that’s where coaching, sports science and analysis are three different avenues that all kept me in the game that l love.

What have you realised in the coaching environments overseas compared to Australia?

Jordan Manning: I think there is a big change with understanding different footballing cultures and different languages, that was a big change for me having to adjust to that. In Australia we have a lot of cultures and it is a very multicultural country but the experiences we have are probably a bit watered down compared to living in other environments, so seeing that side of things first hand was a big eye-opener.

Also understanding the different level of resources that some of the clubs have available. Asia has some really great players, coaches and owners that have a large resource base to really help them deliver top level footballing programs which we might not always recognise in Australia. Everywhere has its strengths and weaknesses but there is definitely pieces there that were challenging for me but then also other pieces that would positively challenge the way we do things in Australia.

Jordan Manning at Buriram United FC in Thailand with his team. (Image provided by Jordan Manning).

What have been some barriers being involved in different environments overseas?

Jordan Manning: I think the first part is the language because in Thailand we had three translations going on at once, which was an interesting challenge to obviously walk into and see firsthand how the different ways of that being managed. During my time with Buriram we had three different coaches in a four month period so l got to see a different set of applications around the language barriers. Then, also being an Australian coach, there is always a big perception overseas that we are very good in the strength and conditioning side of things and the sports science aspect of it but people question our footballing knowledge.

It takes time but through little actions demonstrating what you know and how you want to help everyone with the different cultures working together you slowly get there. l think as Australians we have that determination and grit wanting to work with people, so we always find a way to make it work but it is just having the patience to work through those difficulties at the start and show them that you are there to help and benefit them as well.

You mentioned you are doing a Pro License in Australia, what have been the challenges of doing that certificate?

Jordan Manning: To be honest it’s been a really good challenge, they’ve got all sorts of modules and content that are different than the C, B, and A licenses, there is a lot more leadership, business and management side of things which has been really cool. They throw different challenges at you in terms of your on-field practice and understanding that you’ve got that base knowledge now, and trying to challenge you there bits and pieces that you do come across. l think for me you’re very much a product of your experiences and being on the course hearing other top coaches experiences has been really enjoyable.

What would be your approach to player development?

Jordan Manning: l think it’s case by case basis, everyone has got their own way of how they take on board information and they learn, you’ve got to understand the individual. You need to understand what they do and don’t like, and then try to tailor your approach to help each person to be the best they can and help form that connection. If they understand that you’re there to work with them and help them along the way I believe that will also help you in  being the best version of yourself as a coach.

As a second assistant and head analyst for Wellington Phoenix, what exactly do they involve?

Jordan Manning: From the off-field side of things it’s the preparation of watching the opposition, doing scouting reports, putting together presentations, working with Chief who is a very intelligent coach and has a great eye for detail. So helping as best as l can to help present pictures to his words and ideas whilst always learning along the way.

It also involves training reviews, match previews and then on-field components working with Adam Griffiths. Under Chiefs guidance we lead activities together and bounce off each other and manage the flow of information delivery along the way. Griffs is such a top operator to work with he is also teaching me so much with his philosophies.

Jordan Manning during his time at Hyderabad FC in India. (Image supplied by Jordan Manning).

What do you think are some attributes of being a great coach?

Jordan Manning: I think the most important piece is being a good person. As part of this, I think you’ve got to be a really good people person and understand that each individual is different through your emotional intelligence. I think its important you have a very good level of knowledge but you are a teacher at the end of the day and have to adapt the way that you look to communicate that knowledge.

There is a range of ways you can approach it to appeal to the different learning types but you have always got to work with them rather than just telling them what to do, I think that’s a really important one.

Another big one is you have got to have resilience, it’s not easy at times there is a lot of difficulties along the way, external factors you have to manage and be aware of because coaching is a lonely world sometimes.

What is your biggest aspiration?

Jordan Manning: I want to be the best that l can be and reach the highest level that l can, l just want to make sure day-to-day l am the best version of myself and l provide the best level of assistance to those that l am working for, if l can be a problem solver and can look after different areas and be someone people enjoy working with.

Lastly, inspiring words for upcoming coaches?

Jordan Manning: It is important you are patient with what you do, and make sure you are multi-skilled, l think in the modern game you need to have an understanding of everything along the way as you make that progression forward so that you have the skills when you get to the levels that you want to get to.

Hard work is the foundation because you don’t get anything without it and have got that resilience and the rest will take care of itself, as well as always being a good person. Football is a game that rewards hard work.

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Football’s Growth Is Outpacing Council Planning and Clubs Are Paying the Price

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Football is growing fast in Australia, but the infrastructure and planning behind it are not. In a Soccerscene-exclusive survey conducted between 19 and 30 January 2026, distributed through our 31,000-strong industry database, grassroots and semi-professional leaders raised consistent concerns that council consultation, long-term facility planning, and funding priorities are failing to match rising participation demand.

The risk is bigger than overcrowded pitches and volunteer burnout. If the foundations of the game cannot keep pace, Australia’s ability to develop talent, retain players, and remain competitive, particularly against structured football nations like Japan and South Korea, becomes harder to sustain.

Football participation in Australia continues to grow at a rapid pace. Local councils frequently emphasise their support for the game and its contribution to community life.

However, feedback from those responsible for administering football at club level suggests this support is not consistently reflected in long-term planning, effective consultation, or infrastructure funding that matches rising demand.

A growing game facing structural pressure

The disconnection can be seen in recent survey findings gathered from across Australia’s football ecosystem, including administrators, coaches, club executives and volunteers working predominantly at grassroots and semi-professionals levels. The results point to a consistent pattern of concern around how local councils are engaging with the game.

When asked how well their local council understands football participation demand, almost two-thirds of respondents (64 per cent) said councils had either a limited understanding or no understanding at all. Only one respondent indicated that their council understood participation demand “very well”.

Concerns extend beyond awareness to process. Three-quarters of respondents (75 per cent) described council consultation with football clubs as either inconsistent or ineffective. This suggests that while engagement may occur, it is often fragmented, reactive or lacking meaningful follow-through.

 

Long-term planning failing to match participation growth

The implications of this are most evident in infrastructure planning. Half of respondents said football facilities are not being planned with long-term growth in mind, with a further 19 per cent indicating planning is short-term only. In other words, nearly seven in ten respondents believe current approaches fail to adequately account for future participation pressures.

Funding priorities continue to challenge football’s expansion

Funding priorities also emerged as a critical issue. Almost half or respondents (47 per cent) identified the lack of prioritised funding as the single biggest council-related challenge facing football, ahead of poor facility design, limited engagement and slow planning processes.

 

Importantly, these concerns were raised by people deeply embedded in the game. The majority of respondents represented grassroots or semi-professional clubs, many holding governance, leadership or operational roles. Underscoring that these findings reflect lived, on-the-ground experience rather than isolated dissatisfaction.

Taken together, the data suggests the issue is not one of individual councils falling short, but of a broader mismatch between football’s rapid participation growth and the frameworks councils use to plan, consult and invest.

The reality on the ground for clubs and communities

The consequences of this misalignment are already being felt on the ground. Findings in a 2024 audit undertaken by Football Victoria affirm that across many municipalities, football facilities are operating at or beyond capacity, with pitches heavily overused across multiple days and codes, increasing wear, limiting recovery time and compromising playing surfaces.

For clubs, this pressure is most visible in how access is allocated. Women’s teams are increasingly competing for already limited training and match slots, often scheduled later in the evening or displaced altogether, despite participation growth being strongest in the women’s game. Junior teams, meanwhile, are frequently compressed into unsuitable or undersized facilities, with multiple age groups sharing spaces not designed for that level of demand.

In the absence of sufficient council-led planning, clubs are left to absorb the consequences. Volunteer administrators are tasked with managing participation growth councils did not anticipate, juggling scheduling conflicts, maintaining deteriorating facilities, and responding to rising expectations from players and families.

Over time, these pressures risk undermining the very outcomes councils say they value. Participation pathways become constrained, equity of access is compromised, and clubs are forced into reactive decision-making simply to keep programs running. What emerges is not a failure of clubs to manage growth, but a system in which demand has outpaced the infrastructure frameworks designed to support it.

How councils interpret and respond to these challenges ultimately shapes how football infrastructure evolves at a local level.

How councils view the challenge

Longstanding Councillor of Merri-Bek, Oscar Yildiz, acknowledges that funding football infrastructure remains one of the most complex challenges facing local government, largely due to competing demands across multiple sporting codes.

“We get requests from AFL, cricket, bowling and a whole range of other sports,” Yildiz said. “With limited funding, councils are constantly trying to balance those competing priorities and direct investment where it will have the greatest impact.”

Yildiz also suggested that funding decisions are influenced not only by council budgets, but by broader political dynamics between local, state and federal governments.

“If all three levels of government aren’t working together, you’re going to have fractures,” he said. “And when that happens, clubs lose, players lose, and communities lose.”

Consultation, another major concern identified in the survey, is an area Yildiz believes councils must continually improve. While he noted that council officers often maintain strong working relationships with local clubs, he acknowledged that bureaucratic delays and staff turnover can weaken engagement and slow progress.

“The biggest issue with any level of government is time,” Yildiz said. “Clubs want issues resolved quickly, whether it’s facility access, maintenance or funding, but processes can be slow. During that time, clubs can lose members, resources and opportunities.”

In municipalities such as Moreland, where football plays a significant cultural and community role, Yildiz believes councils have an added responsibility to recognise the sport’s social value.

“Football engages thousands of people across culturally diverse communities,” he said. “It’s not just about sport – it’s about connection, wellbeing and participation.”

What happens if councils fail to keep pace?

Ultimately, Yildiz argues that the cost of failing to invest in football infrastructure extends far beyond financial considerations.

“It’s about the return on investment for families and communities,” he said. “If clubs aren’t supported to continue operating and growing, the long-term social and health impacts are something we all carry.”

While councils face genuine financial and political constraints, the survey findings highlight a growing expectation across the football industry that infrastructure planning, consultation processes and funding frameworks must evolve alongside participation growth.

The question is no longer whether football is growing. The question is whether council planning is prepared to grow with it.

Attendance and Atmosphere: Maximising the A-League’s potential

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While many A-League clubs boast some of the most impressive sporting venues in Australia, maximising their potential and drawing in consistently high attendances has remained challenging. As highlighted in the PFA ALM Report 2024-25, only three clubs – Auckland FC, Adelaide United and Western United – reached over 50% of stadium capacity on an average matchday. 

There is a clear infrastructure problem facing the A-League – so how can we tackle it?

Attendance trends in the ALM

Attendance issues and questions over stadia utilisation were revealed in the PFA ALM Report released in November 2025. The findings showed that, were it not for the introduction of Auckland FC and their impressive crowds throughout the season, average attendance in the A-league would have marginally decreased from the previous season. 

Five A-League clubs also saw their attendances fall last season, including Western Sydney Wanderers, Wellington Phoenix, Central Coast Mariners, Perth Glory and Melbourne City. Of these, Melbourne City saw the largest drop off with a decrease of 27%. 

While Auckland should be commended with their ability to attract league-high crowds in their debut A-league season, it must be acknowledged that such reliance on one club to bring up the numbers is not enough. If the league is to continue growing in the years to come, we should encourage all clubs to make efforts to bring local support from the community into the stadium. 

 

A ‘less is more’ approach?

Planning how to maximise stadia potential and utilise facilities effectively will be vital in future seasons. Unfortunately, the discussions which began at the turn of the millenium with the PFA’s 2002 blueprint ‘For the Fans’, has largely failed to materialise into concrete plans of action. 

The blueprint called for smaller-sized, soccer-specific stadia able to hold 10,000-15,000 fans. In the past 24 years since the blueprint, not a single stadium of this nature has been built. Instead, as the report explains, stadia capacities across the league have excessively increased and strayed beyond the ‘Goldilocks zone’.

Consequently, many clubs have struggled to follow ambitious stadium upgrades with consistently high matchday attendances. For example, of the A-League venues with a capacity of over 30,000, none of them managed to achieve a utilisation rate of over 50% in the 2024-25 season.

In comparison, 22 of the 27 MLS clubs with a stadium capacity of 18,000 to 30,000 achieved a utilisation rate of 79% in 2024, and over half almost always achieved sell-out crowds. It proves that, if clubs want to attract supporters and create intense matchday atmospheres, constructing high-capacity stadiums isn’t always the answer.

Reducing the ‘gap’ between players and supporters

The benefit to ‘soccer-specific’ stadia is that the distance between players and supporters is both physically and figuratively reduced.

“Compact grounds intensify the atmosphere from a given number of people and, close to their limits, create a scarcity factor that drives sustainable support regardless of results or other conditions,” the report explains.  

By having ‘Goldilocks zone’ capacities in purpose-built stadia, home supporters are brought closer to the action and feel more immersed in the matchday experience. As fan engagement grows and attendances increase, clubs can maximise ticket sales, creating new avenues for merchandising and unique matchday experiences to continue establishing connections with local and loyal supporters. 

Multi-purpose, high-capacity venues can rarely match the intense atmospheres and physical proximity provided by a smaller stadium. In this way, building soccer-specific stadia can help fans feel a true sense of unity between themselves and the players, leading to distinct club identities and a contagious passion for the game as a whole.

And as football fans all know, catching the football-fever bug is nearly impossible to shake off. 

 

Is there still cause to be optimistic?

The A-Leagues are at a turning point in 2026. As a new era begins under the guidance of recently-appointed CEO, Steve Rosich, it is vital that questions are addressed over stadium utilisation and fan engagement. But while many may look abroad for inspiration, it is also important to remember what football fans in Australia are already capable of.

In the 2016/17 season, the Sydney Derby saw an incredible 61,880 fans packed into Stadium Australia, a feat which still stands as the record attendance for an A-League game. The very same fixture took place last weekend, drawing in over 33,000 fans to the Allianz Stadium, more than double their average attendance last year according to PFA Men’s Report (15,282).

It is evident that, when it comes to finding passionate fans of the beautiful game, Australia certainly isn’t lacking. The key, however, will be to ensure that all A-League clubs have the appropriate infrastructure to engage with these fans and maximise their valuable support. 

A stadium is far more than a commercial venue – it is a place for fans to come together and find a collective identity and voice. Perhaps, however, it should be remembered that a stadium with 10,000 filled seats is far more influential than a stadium with 40,000 empty.

 

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