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      Colombia Troops Search for Liverpool Star Luis Diaz’s Kidnapped Father

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      The parents of Luis Díaz, a Colombian star of the English club, were both kidnapped on Saturday. His mother was rescued hours later, but his father remains missing.The authorities in Colombia have mobilized the national police and the military to look for the father of the soccer star Luis Díaz, a Colombian standout for the English club Liverpool whose parents were kidnapped in his hometown on Saturday. Given soccer’s popularity here, the incident captured the South American country’s attention, but it also stoked fears of increasing insecurity in a nation where such kidnappings were becoming less common until a surge in recent years.Mr. Díaz’s mother, Cilenis Marulanda, was rescued hours after she was abducted, President Gustavo Petro of Colombia said on Saturday night. The Colombian national police, the military and a unit that specializes in kidnapping dispatched officers, soldiers, cars and aircraft to find his father, Luis Manuel Díaz.The parents of Mr. Díaz, who is known as Lucho, had been in a car at a gas station in Barrancas — a town in La Guajira, a region of northern Colombia along the Caribbean Sea and bordering Venezuela — when they were kidnapped by armed men on Saturday afternoon, according to local reports and the authorities.The Colombian authorities on Sunday morning announced a reward of 200 million pesos (roughly $48,000) for any information that would help locate the elder Mr. Díaz.They said they were in a rush to find him because they feared that he might be taken to neighboring Venezuela, a country marred by years of political, economic and social unrest. Luis Fernando Velasco, the Colombian minister of the interior, told reporters on Sunday that the authorities were trying to block the suspects’ path to Venezuela because their traveling there was “one hypothesis” they were operating under.“It’s not the only one, to cover all sides,” he continued. “But we’re doing a gigantic operation, and I ask all people in La Guajira that might be in the area to help us and turn in all the information that they can. What they’ve done with Lucho Díaz is not just to Lucho Díaz but to all of Colombia, and all of Colombia needs to react.”While details of Ms. Marulanda’s rescue were not immediately known, she was safe as of Saturday night, William René Salamanca, the head of the Colombian national police, said. In a video posted on Saturday night on X, formerly known as Twitter, Mr. Salamanca spoke briefly on the phone with Ms. Marulanda.Diogo Jota, a Liverpool player, held up Luis Díaz’s jersey as he celebrated scoring a goal during a home match against Nottingham Forest at the club’s stadium on Sunday.Scott Heppell/ReutersIn another video, posted by Mr. Salamanca on Sunday morning, he spoke on the phone with the younger Mr. Díaz via the Colombian ambassador to the United Kingdom, Roy Barreras. Mr. Salamanca told Mr. Díaz, 26, that the Colombian authorities were sparing no effort in trying to find his father and that the situation had moved the country. He also told Mr. Díaz that he was already in La Guajira and was headed to his hometown soon to help lead the operation.Mr. Díaz is reportedly earning more than $3 million a year, and thus may have been a target for extortion, said Sergio Guzmán, the director of Colombia Risk Analysis, a political risk consultancy, based in the Colombian capital, Bogotá.“I’m presuming it’s an extortion kidnapping, which wouldn’t necessarily be out of the norm, because Luis Díaz is not politically connected or an important player politically, and neither are his parents,” Mr. Guzmán said. “But his notoriety, his rise to fame and perceived wealth could be more for that kind of hostage taking.”Although kidnappings have dropped dramatically since Colombia’s peace treaty with rebels in 2016, Mr. Guzmán said the practice had surged over the past two years. The Revolutionary Armed Forces of Colombia, or FARC, used extortion kidnapping to fund their operations. But in recent years, Mr. Guzmán said, other criminal groups have been battling for territory previously held by the demobilized FARC, and thus more extortions, kidnappings and ransoms have been happening.“I think it feeds into the existing pessimism about the country’s security situation,” Mr. Guzmán said of the kidnapping of Mr. Díaz’s parents. He also noted that Colombians were voting on Sunday in regional elections. “If you look at the latest polls, the majority of Colombians feel dissatisfied with the overall direction of the country, but also citizens feel less safe than they have previously,” he said.Mr. Díaz rose from playing for his local Indigenous team to larger clubs in Colombia before eventually landing in Europe and then last year at Liverpool.Daniel Munoz/Agence France-Presse — Getty ImagesSoccer is the most popular sport in the country of nearly 52 million, and Mr. Díaz has shined for his country’s national team, winning the Golden Boot award, alongside the Argentine superstar Lionel Messi, for being the top scorer during the 2021 Copa América tournament.Mr. Díaz’s father was a gifted amateur player in Barrancas and trained his son. Mr. Díaz, who is of Wayúu descent and comes from an area often overlooked for soccer talent, rose from playing for his local Indigenous team to larger clubs in Colombia before eventually landing in Europe and then last year at Liverpool, one of the biggest clubs in the world, in the Premier League in England.Mr. Díaz, who has scored twice in nine appearances for Liverpool this season, was not in the lineup on Sunday against Nottingham Forest after a last-minute change by Liverpool’s manager, Jürgen Klopp. Mr. Klopp told reporters on Sunday that what was happening to Mr. Díaz and his family was “a worrying situation for all of us and it was a pretty tough night.”After the Liverpool player Diogo Jota scored during Sunday’s 3-0 win, he ran to the sideline and held up Mr. Díaz’s jersey.“It is our fervent hope that the matter is resolved safely and at the earliest possible opportunity,” Liverpool said in a statement on Sunday morning. “In the meantime, the player’s welfare will continue to be our immediate priority.” More

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      When Saying Nothing Is Saying Something

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      Leagues and teams probably would have preferred not to take a public position on the Israel-Hamas war. That they could not avoid doing so is their own fault.By the end of last week, England’s Football Association doubtless felt that it had done the best it could, that after hours and hours of talks, it had settled on what might best be described as the least worst option.Last Friday night, England’s men’s team was playing an exhibition match against Australia. Most expected that the game would take note of the violence crackling across Israel and Gaza, commemorate the victims and acknowledge the suffering. Executives at the F.A. knew they would have to tread carefully.They had weighed the risk that a minute’s silence, soccer’s traditional manifestation of grief, might be interrupted, but they determined that having it was the appropriate thing to do. There would be black armbands. And to ward off the chance that either Israeli or Palestinian flags might appear in the crowd, they declared that all banners except for those of the competing teams would be forbidden.The most difficult decision, though, was to do with the Wembley Arch, the soaring steel beam that rises above the stadium.The Wembley Arch has become the way in which English soccer expresses its opinions. It was illuminated in the French tricolor in 2015, to show solidarity after the Paris terror attacks, and in Ukraine’s yellow and blue after that country was invaded by Russia last year. It has been used to mark the death of Pelé, to demonstrate admiration for Britain’s National Health Service and to show support for the L.G.B.T.Q. Pride campaign.John Mann, the British government’s antisemitism czar, assumed the F.A. would do the same for Israel. But, aware of the political sensitivity of such a gesture, he had suggested that the blue and white of the Jewish prayer shawl, rather than the Israeli flag, might act as a compromise.His suggestion was not adopted. It is hard to know, for certain, precisely why that was, but it seems a fair assumption that the F.A. believed it would be interpreted as taking a side at a time when civilians in Gaza were suffering, and dying, too. As fans starting streaming into the game, the arch stood dark.On this subject, more than most, saying nothing is interpreted in itself as saying something. The F.A.’s perceived inaction was met with fury. Rabbi Alex Goldberg, the chairman of the F.A.’s Faith in Football Task Force, resigned in protest. Eventually, the organization’s chief executive, Mark Bullingham, admitted that the decision had “caused hurt in the Jewish community.”Mann was rather less circumspect. “The Football Association,” he said, “looks hopelessly out of its depth.”England’s players before last week’s friendly against Australia.Naomi Baker/Getty ImagesThere is, of course, a very obvious reason for that. The issue of Israel and Palestine is the most intractable geopolitical problem of the modern age. Its complexity and its delicacy have perplexed diplomats, politicians, theorists and thinkers for more than half a century.For all that the F.A. employs plenty of sharp, bright minds, it is not a government. It does not have a department that deals with statehood. It exists, at least in part, to work out whom Mansfield will play in the cup, and to administer fines to part-time players who get yellow cards on Sunday mornings. It is not so much that it is out of its depth on geopolitics. It is that it occupies a wholly different pool.The F.A. is not alone, of course, in having struggled to calibrate its response to the devastation in Israel and Gaza over the last two weeks. The Premier League, too, has been accused of ducking the issue, of falling back on empty gestures and words picked clean of any meaning.The world’s most popular domestic league and the 20 clubs it comprises released almost verbatim statements last week, stating that they were “shocked and saddened by the escalating crisis” and condemning “the horrific and brutal acts of violence against innocent civilians.” They will, this weekend, wear black armbands and observe silences, too.Manor Solomon, the league’s only Israeli player, found that insufficient. The statement, he said in an interview on Israeli television, was “vanilla,” an attempt to say something while saying nothing. Erez Halfon, the chairman of the Israeli Professional Football Leagues, wrote to his Premier League counterpart, Richard Masters, to express his disappointment at what he perceived as an equivocal response from English soccer.At this point, it is worth pivoting away from the relative merits of these perspectives — the only thing less worthwhile than soccer teams commenting on a war is soccer writers doing it — and asking, instead, quite how the sport found itself in this situation.It is difficult not at least to acknowledge the faint absurdity of it all. The death toll from the conflict has already stretched beyond 5,000. Around a million people have been displaced. Many more have been deprived of water, gas and electricity. Quite why there should be so much energy expended on what English soccer thinks of it all is not clear.Armbands and moments of silence have been criticized as insufficient, an effort to signal something without saying anything.Henry Nicholls/Agence France-Presse — Getty ImagesBut then perhaps the F.A. and the Premier League only have themselves to blame. Officially, both relentlessly self-define as apolitical. Such is soccer’s official sense of self: It is a force for unity, for joy, for bringing people together, not to divide and to pontificate and to judge.Obviously, that position has always been a bit of a stretch. Soccer indulges in plenty of politics. It has just conveniently decided that things are only political if it disagrees with them.And so the political symbolism of the poppy, for example, is ignored completely. The Premier League’s stance on ownership — that everything is fine as long as you are not a convicted criminal, essentially — is presented as a form of neutrality, rather than an ideological acceptance of Thatcherite economics and a tacit embrace of some of the most brutal governments in the world.In recent years, though, another of the sport’s defining traits — a self-importance that bleeds into pomposity — has made its stance even more tenuous. There was a point, not all that long ago, when it was relatively rare to witness a minute’s silence at a soccer game in England.If a beloved player or manager died, a club might identify a moment’s reflection as suitable tribute. Occasionally, the sport would come together to commemorate a soccer-specific disaster — the Munich air crash, or the tragedies at Hillsborough, Heysel, Bradford and Ibrox — or, by governmental edict, to honor the death of a member of the royal family.Slowly but surely, that has shifted. This year alone, there have been minutes’ silences for the victims of earthquakes in Turkey, Syria and Morocco and the flooding in Libya, as well as for the death of John Motson, a longtime BBC commentator. They are now so frequent, in fact, that some clubs are reported to have complained privately of “grief fatigue.”It is hard to argue that any of those instances were unworthy of remembrance — it is no great suffering, after all, to stay quiet for 60 seconds — but piece by piece they have helped to feed a sense that soccer must say something, must do something. That part of its role is to act as an arbiter of significance, a national barometer of sorrow.The conclusion of that, of course, was always going to be what happened over the last two weeks: the game’s being expected to make a statement about an issue that is inherently divisive, one in which both doing something and doing nothing could only be interpreted as political. It is tempting to say that, to some extent, English soccer brought this on itself.But it is not wholly true. That at a time of international crisis lawmakers have seemingly spent so much time focusing on soccer’s response is not simply a matter of political expedience — it being much easier to criticize someone else’s response than to think about one’s own actions — but a measure of the role the game plays in national life.Britain is an increasingly secular place: Only 6 percent of the country regards itself as actively Christian, and while (roughly) a quarter of the four million or so Muslims in Britain attend mosque, that still equates to only 1.5 percent of the population. The nation’s politics are, like everywhere else, a mess of tribalism and division. Very few national institutions could reasonably claim to offer a snapshot of the British public.Except, of course, for soccer. More than a million people attend soccer games across the country every weekend. Several million more watch on television, and still more do so internationally. The clubs themselves are seen not as transactional franchises but, with a naïve romanticism, as trusted civic institutions.It is in its soccer stadiums, more than anywhere else, that Britain can both see and project itself. It is there that people can, or at least feel like they can, make themselves heard. It is as good a gauge as any as to the country’s feelings, its mood, its priorities. It is where it speaks, and where it is seen to speak, whether it says something or nothing at all.Free Hit for BrazilNeymar will be out for months with a knee injury.Andres Cuenca/ReutersFor Brazil, the last couple of weeks started badly and then grew steadily worse. First, the country’s national team was held to a draw on home turf by Venezuela, traditionally one of South America’s afterthoughts. Several players, in the immediate aftermath, suggested they had been struggling to adapt to the methods employed by their new coach, Fernando Diniz.A few days later, Brazil traveled to Montevideo to face rather more daunting opposition: Uruguay, now under the tutelage of soccer’s foremost philosopher-purist, Marcelo Bielsa. The hosts won, 2-0.Neymar, still his country’s brightest star, left the field in tears just before halftime. Tests have subsequently confirmed that he tore the anterior cruciate ligament and the meniscus in his left knee. He could be absent for as much as a year. He described it as one of “the worst” moments in his career.That is the bad news. The good news is that, in contrast to the personal impact on Neymar, the consequences for Brazil will be vanishingly small.South America’s qualifying process for the World Cup has long been one of the most compelling, most exacting contests in global soccer. The pool is far smaller, and the reward far closer, than in Europe, Africa or Asia — 10 teams going for four automatic spots — but what it has lacked in variety it has always made up for in intensity.There might, after all, be two overwhelming favorites to qualify in every cycle — Brazil and Argentina — but their progress is rarely smooth and never straightforward. It is not just that a pack of as many as six teams lies in wait, more than capable of capitalizing on any misstep, but that the very geography of the tournament presents a challenge.Bolivia plays many of its home games 12,000 feet above sea level. Ecuador, which tends to play at an altitude of 9,000 feet, has lost just one competitive game on home soil this decade. Qualifying for the World Cup, for any South American nation, has always been climbing a mountain.Not so much these days, though. The World Cup’s expansion means that six South American teams will qualify automatically to play in the United States, Canada and Mexico in 2026. A seventh will be routed through the intercontinental playoffs. South American qualifying, for so long such a high-wire act, now operates with a colossal safety net. Brazil has had a bad start, yes, but in all likelihood it will mean little or nothing in a couple of years’ time. It is going to have to try a lot harder than this not to qualify for the World Cup.CorrespondenceJames Warren and Diane Kravif both came away from last week’s newsletter, on Ian Graham’s attempts to help soccer learn more about itself, feeling shortchanged. The idea sounds all well and good, they both wrote, but it was distinctly lacking on concrete examples.“What kind of data did Dr. Graham analyze and how did the team apply his analyses to improve Liverpool’s performance and outcomes?” Diane asked. James was thinking along similar lines: “Might you at some point give an example or two of how Graham helped Liverpool improve? What do they, and others, have data on regarding their teams, and how is that used to attempt to improve performance?”This is quite a complex thing to explain quickly, which is why it was omitted last week. So strap yourselves in: Graham’s view — shared by most people in what everyone now calls “the space” — is that data is still most effective in recruitment. Adding the right player to a team, he and others argue, can have a much more pronounced, and faster, impact than using complex algorithms to fine-tune tactics.That data (in Liverpool’s case; other teams will focus on other things) can essentially be boiled down to whether every decision made by an individual player makes it more, or less, likely that that player’s team will score a goal.That is established by using both event data — passes, shots, actual things that happen, measured in detail sufficiently granular that it includes not only where a pass was played, but at what height and speed — and so-called tracking data, which examines where players move when they are not in possession of the ball. The metrics that soccer favors — such as expected goals (the quality of shots a team or player has) and expected assists (the quality of chances they create) — all flow from that model.That is not to say, though, that clubs like Liverpool have not used the information they possess to try to change the way their teams play. Liverpool has spent a long time working out how a team might best be spread across the field in order to dominate space, both in and out of possession. A lot of other work has been done, across the game, on what sort of offensive maneuvers are most likely to lead to shots on goal.In fact, that may well be where data has made its most obvious contribution to the way the game is played. There has, over the last decade, been a steady decrease in the number of shots teams take from long distance, a reduction that tracks quite neatly with the rise of analytics. A long-range effort is, by definition, a low-percentage chance. The data discourages such shots, and so teams, increasingly, do too.This newsletter would not be complete, though, without at least some airy, left-field challenge to an unchallenged convention. So thanks to Jeff Cadman for obliging.“Do we still need the offside rule?” he asked. “Would goal-hanging still occur in the modern game? It is hard to see any of the top teams changing their style or formation to have one player constantly standing next to the opposing goalkeeper.”This is a great question, and one I will admit to having previously contemplated. My conclusion was that Jeff’s thesis is basically right, but that soccer operates according to the law of unintended consequences: Nobody, when soccer decided to abolish the back pass to the goalkeeper, foresaw the rise of the high press. My guess is that abolishing offside would lead teams to defend deeper regardless, but I am also prepared to accept that my guess might be wrong. More

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      Everton Sale Stalls Amid New Questions About 777 Partners

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      The U.S. firm bidding for the Premier League club, 777 Partners, has failed to provide required information to a British regulator.The proposed sale of the Premier League soccer team Everton F.C. to a Miami-based holding company has stalled because the firm, 777 Partners, has failed to provide audited financial statements to a British government regulator that must approve the deal.The regulator, the Financial Conduct Authority, delivered its request to 777 Partners this month, according to multiple people with direct knowledge of the approval process, who spoke on the condition of anonymity because they were not authorized to discuss it publicly. If the company does not provide the requested financials or an acceptable explanation, its proposed takeover of Everton — a deal involving hundreds of millions of dollars in assumed debt and a coveted place in the world’s richest soccer league — could fall apart.The missing documents are the most significant complication to date in the effort by 777 Partners to add Everton to the collection of high-profile but financially troubled teams it has acquired over the past two years.A failure to close the deal could have severe consequences for the financial viability of Everton, a founding member of the Premier League saddled with the ongoing costs of a half-built new stadium, more than $500 million in debt and a projected annual loss of about $100 million. Everton’s finances are so dire that the club requires monthly infusions of millions of dollars, most recently a multimillion-dollar loan from 777 Partners, to keep operating.“Out of respect for the process, 777 Partners will not be commenting on the ongoing regulatory approval process for its proposed acquisition of Everton F.C.,” the company said in a statement.Everton’s current owner, Farhad Moshiri, on Monday dismissed concerns of any holdup or the suitability of 777 Partners as custodian of Everton. “They are highly professional and deliver exactly when they say they will, and I look forward to them achieving all their regulatory approvals and proceeding to completion on the timetable we set,” he told Sky Sports News.When it announced in September that it had reached a deal for a controlling interest in Everton, 777 Partners said it hoped to complete its takeover by the end of the year. That timeline now seems questionable.For the sale to be approved, 777 Partners must convince not only the Financial Conduct Authority but also the Premier League and England’s Football Association that it would be what they classify as a “fit and proper” steward of the 145-year-old club.But according to multiple people familiar with the process and a review of documents related to it, those bodies are unsatisfied with the financial statements that have been provided. In particular, they are uneasy about the failure of 777 Partners to provide up-to-date audited financial records for a holding company whose subsidiaries include not only well-known soccer teams in Belgium, Brazil, Germany and France but also investments in structured finance, insurance, media and airplane leasing.Wearing caps, Steven Pasko, left, and Josh Wander, the owners of 777 Partners, attended an Everton match last month. Peter Byrne/PA Images, via Getty ImagesThe audited records are not the only hurdle to approval of an Everton sale. The authorities are also asking the firm, run by its owners, Josh Wander and Steve Pasko, to provide details of the source of the funds behind the acquisition.The questions mirror concerns that the Belgian soccer authorities raised last year as they considered whether to grant a license to another one of the company’s teams, Standard Liège. In those discussions, 777 Partners told the Belgian soccer federation’s licensing committee that it could not provide the firm’s most recently audited accounts — a routine requirement in any assessment of the suitability and solidity of the businesses financing teams in the country’s top league.Eventually, the prospect of tossing one of Belgian soccer’s biggest teams out of the league was deemed unacceptable by the committee, and a compromise was found. Now, 777 Partners finds itself in the same position, and the clock is ticking again.While 777 Partners is focusing on completing its purchase of Everton, current and former employees have questioned its own viability. The company, which has rapidly expanded since it was founded in 2015, continues to miss routine payments to businesses, vendors and partners, including brokers that acted on some of the soccer deals, four people familiar with 777’s operations said.One person said the firm, which Mr. Wander recently claimed had 3,000 employees, has missed payroll on at least two occasions. Current and former employees have also reported that bonus payments, a major component of some executives’ compensation, have gone unpaid.777 Partners said Tuesday that “all contractually guaranteed bonuses have been paid,” but acknowledged a different incident this year in which it failed to pay the electric bill for its headquarters, an oversight that a spokesman attributed to a miscommunication.Should 777 Partners provide a fuller picture of its finances to British regulators, they most likely will find that most of 777’s soccer adventures have been funded by a single company, A-Cap. A longtime lender to 777 Partners, A-Cap has the largest exposure to many of 777’s businesses, including the soccer investments.A unit of A-Cap, for example, funded most of a loan of at least $25 million to Everton after the deal to buy the team was announced, two people familiar with the matter said. At 777 Partners, the reliance on money from A-Cap — loans now totaling at least $1 billion — has grown so large that 777 Partners is required to regularly update A-Cap executives about continuing business plans, according to people with direct knowledge of the situation.The relationship between the firms is so enmeshed that last year 777 Partners provided A-Cap with a $9 million loan to acquire a beachfront apartment in one of Miami’s wealthiest neighborhoods. Officials from 777 Partners declined to comment on the arrangement. A-Cap did not respond to an email seeking details of its relationship with 777 Partners.The questions about 777 Partners’s finances and its soccer ambitions have not appeared to affect its figurehead, Mr. Wander. He was recently elected to the board of European Club Association, an influential grouping of European soccer’s top teams.That board seat was highlighted in a prospectus produced by 777 Partners to raise even more capital for its soccer business. The group hopes to raise about $250 million by the end of the year to help finance its purchase of Everton, which, without a new owner or fresh capital, risks bankruptcy. More

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      Can This Man Make Soccer Smarter?

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      Ian Graham helped transform Liverpool from a faded giant into soccer’s most cutting-edge club. Now he wants to do the same for everyone else.Ian Graham does not make for an especially likely revolutionary. He has a distinctly academic air: genial, whip-smart, just a touch crumpled. He is not a natural salesman. He does not particularly enjoy giving interviews. Roughly once every 10 minutes, he allows a mischievous, outré sense of humor to get the better of him. He feels this makes appearing on any broadcast medium something of a risk.It is hard to deny, though, that he is a resoundingly successful insurgent. Twenty years ago, he was among the first to explore the idea that soccer might be able to understand itself better by examining the vast reams of data produced by every single player in every single game. He did not so much pioneer the field of soccer analytics as help to conjure it into existence.Then, over the course of a decade at Liverpool, he acted as proof of concept. From scratch, he built a data department that came to be regarded as one of the most sophisticated in the sport. His systems, his methods and his insights turned a club that had long been a drifting, fading giant into a beacon of innovation.There are two ways to gauge his influence. The simplest is soccer’s default: the weighing of silver and gold. In his time at Liverpool, the club was crowned champion of England — for the first time in 30 years — Europe and the world. It made the Champions League final, the sport’s biggest game, three times in five seasons.But a better measure, perhaps, is the wake he left rather than the trail he blazed. When he joined Liverpool in 2012, the fact that an elite team might employ an actual scientist — he holds a doctorate in polymer physics, but deploys his honorific only as a joke — was seen as either outlandish or absurd.Soccer had long been resistant to outsiders, those who had not established their bona fides within the sport as players or coaches. Insiders regarded academics with particular contempt. The sport still viewed itself as too dynamic, too fluid, too poetic to be reduced to the mundanity of numbers. The idea of a data department was still something of a novelty in itself.Liverpool’s victory parade after it won the Champions League in 2019. Oli Scarff/Agence France-Presse — Getty ImagesBy the time Graham left Liverpool earlier this year, however, it was closer to a necessity. It is widely accepted that any club serious about competing in the continent’s major leagues should consult data when signing new players and assessing performances.Almost every major team in Europe has a data department, increasingly including someone with a scientific background. Graham would be forgiven, perhaps, for thinking that the revolution he helped to instigate was complete. As far as he is concerned, though, it has barely begun.GravityThere are, in Graham’s mind, two reasons that soccer is more complex than theoretical physics. The first is that “hard science” — his term — has the benefit of being bound by a set of unassailable rules. The laws of physics are nonnegotiable. Particles behave in predictable ways. That is not the case in soccer. “In physics, you do not have to take into account that gravity works slightly differently in Germany,” he said.The second is that elite sports do not provide the “huge luxury” of controlled experimentation. European soccer does not operate in sterile laboratory conditions. There is no opportunity to formulate, test and modify a hypothesis. “It’s very emotional, very reactive,” Graham said. Fans and executives alike demand instant gratification.The long-term future extends, at most, six weeks or so. To Christmas at the latest. The one thing nobody in soccer has, as a rule, is time.He attributes much of his success at Liverpool to the fact that he did. This was, he said, the key ingredient in the “special sauce” the club developed. “The first thing I said to the owners was that they shouldn’t expect to hear from me for six months,” he said. “That’s how long it would take to build all the structures we needed. Every time there was something more pressing, we were able to hire someone else to do it.”That few — if any — other teams have that privilege limits soccer’s ability to make the most of the great advances made in analytics in recent years. Even Brighton and Brentford, the two English clubs that now function as Liverpool’s heirs at the cutting edge, with their fairy-tale ascensions to the Premier League powered by data, must keep pace with a field evolving at breakneck speed.Brighton and Brentford have used their own data-driven improvements to punch above their weight in the Premier League.Justin Setterfield/Getty Images“If you look at what people are doing outside the sport, people who have the time to try things out, it’s often a lot more advanced,” Graham said. “The tools available, the technology, the data are all a lot better now. If you were to start building a system today, you’d have a much higher baseline. Inside a club, you have to stop developing at a certain level. There’s so much day-to-day work that there’s no time for research.”That is not the only limiting factor. Clubs operate in distinct silos: The work they do on data is largely proprietary. That teams should not share knowledge or disseminate best practices makes perfect sense on a sporting level. But not only is it antithetical on a scientific one, it serves to diminish the scale of data’s potential impact.Teams that did not have the foresight to be early adopters are, Graham estimates, “10 years behind” the likes of Liverpool, Brighton and Brentford today. Those who had the appetite but not the resources are locked out, too. “The teams who could benefit the most from it often can’t afford to do it, or at least do it properly,” he said.It has been almost a year, now, since the 45-year-old informed Liverpool that his role there had reached “a natural end.” Working for the club he had supported as a child was his “dream job,” he said, but he felt as if he had achieved all that he could. He knew that, at least in a professional environment, he would not be able to start from scratch again.When the news of his impending departure got out, he quickly received a flurry of offers from other teams, all hoping he could do for them what he had done for Liverpool. Graham did not find the prospect appealing. The systems he had designed for Liverpool were now the club’s intellectual property; he did not particularly want to build something for someone else. “I felt like I’d done it,” he said. “It would have been crazy to work for just one club again.”Instead, he set his sights on helping soccer as a whole to become just a little bit smarter.Known UnknownsOver the past couple of months, Graham has met with a succession of owners, and prospective owners, of soccer teams. They are — largely, though not exclusively — extremely wealthy Americans, often executives from private equity and venture capital firms, all of them keen to acquire the services of Ludonautics, the firm he established after leaving Liverpool, for the clubs they have bought or the clubs they hope to buy.The appeal is obvious. In a sport chronically lacking in time, Ludonautics has the feel of a shortcut. Graham’s résumé is compelling. So, too, is that of Michael Edwards, the feted, publicity-averse sporting director who worked with him at Liverpool and who is now engaged by the company as a “sporting consultant.”A year after it won the Champions League, Liverpool claimed its first English championship in 30 years.Oli Scarff/Agence France-Presse — Getty ImagesThe pitch, though, is not that they can repeat the success they had at Liverpool; it is that they can expand upon it. Graham no longer has to work according to the strictures and demands of an individual team. He can, instead, use the full gamut of modern technology at his disposal to build something new, something better, and to drive the sport’s next great leap forward.In time, he said, that may even allow him to attain what he regards as the “holy grail” of analytics: assessing the actual significance of a manager. “That’s very complicated,” he said. “It tends to be conflated with who has the best players, the best team. There are a lot of second-order effects. It’s very hard to know exactly how good any manager is, and what sort of impact they have on results.”What has struck him most in his recent meetings is how little soccer still knows about itself. It is not just that complex things — how much of a team’s performance can be attributed to luck, how much it is spending for each point it has acquired — remain a mystery. The simplest building blocks often do, too.Most pressing is that, in many cases, teams do not know what should be regarded as success. Ludonautics has seen sale prospectuses for teams in which the values of the squads are little more than finger-in-the-air estimates. That, Graham said, represents more than just a little sales sleight of hand; it has a tangible and detrimental effect.“In terms of performance, they often do not have a systematic way of knowing who they are and where they are,” he said. “They do not have a sense of the underlying strength of the team. Without that, how do you know where you should be finishing? How do you know if coming fifth is good or bad? And how do you hold people accountable?”As far as he is concerned, that is in the sport’s interest as a whole: The more teams that know the simple things as well as the complex ones, the better the sport becomes. “There’s a quote from John Keats about Isaac Newton using the prism to explain the colors of a rainbow,” Graham said. “But knowing why it happens doesn’t make a rainbow any less beautiful.” More

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      Everton, 777 and the Business of Premier League Soccer

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      777 Partners had been scooping up big-name soccer teams for two years when it bid for Everton. Doubts about its finances could kill the deal.The acquisitions came so quickly that it was hard to keep up. An agreement to buy the oldest soccer team in Italy. An investment in one of the most popular teams in Brazil. Stakes in well-known clubs in Belgium and France, Germany and Australia.Each new deal was trumpeted by the Miami-based investment company, 777 Partners, that was hurriedly snapping them up.Then, in September, the investment group revealed its biggest deal yet: an agreement to acquire a controlling stake in Everton F.C., a founding member of the Premier League and one of the oldest soccer clubs in England.Suddenly, everyone in soccer had heard of 777 Partners. Beyond its name, though, little was known about the company. It said it had $10 billion in assets, but was so closely held that verifying that claim was difficult. Lawsuits against the firm raised concerns for potential partners. A string of unpaid bills, some as recent as this month, raised more.Now, in bidding for a place in the Premier League, 777 Partners faces something it had previously avoided: a forensic review of its holdings, its finances and its brash American co-owner, Josh Wander, who in one recent interview said he was “more serious about investing” in soccer than anyone in history.His company’s bid for control of Everton, an acquisition that would eventually require hundreds of millions of dollars in assumed debt and other obligations, is by no means a sure thing. The Premier League, England’s Football Association and an independent British government regulator, the Financial Control Authority, all must approve the proposed deal, a process that is likely to take months.What they discover could have implications not only for the future of Everton, a fallen, money-losing giant, but also for rest of the financially troubled teams in the 777 network.James Garner of Everton, left, and two teammates celebrate a goal. Nigel French/Press Association, via Associated PressThe stakes are just as high for the Premier League, which is trying to prove it can oversee its clubs’ finances amid talk of government regulation, and for an interconnected global soccer economy reliant on the simple premise that teams can and will pay their bills.None of the soccer or public agencies currently assessing 777 Partners would discuss their review or a timetable for its conclusion.Mr. Wander, the co-founder and public face of the company, declined multiple requests to be interviewed for this article, though he published a long letter to fans on Everton’s website on Saturday in which he acknowledged fans had been discomfited by media reports about the company’s businesses. But those reports, he said, were “misleading.”“The truth is far more boring than the fiction,” he wrote.“We are not asset strippers nor speculative investors. We build and hold businesses, and intend to hold the football clubs in our portfolio for a long term,” a spokesman for 777 wrote in an emailed statement. In the letter to fans, Mr. Wander wrote that he would share “player recruitment, data analytics and commercial development resources,” with the other teams in the group.More than a dozen current or former employees, club officials and others who have done business with 777, however, revealed new details and questions about the sources of its financing. The people asked not to be named because of relationships with the company.In interviews, they also shared details about unmet obligations and unpaid bills, and wondered if the company has the resources to manage a global network of clubs carrying hundreds of millions of dollars in debts and obligations.A successful takeover of Everton would bring the number of clubs in 777’s portfolio to eight. The teams in its existing stable are well known: Genoa in Italy, Hertha Berlin in Germany, Vasco da Gama in Brazil. All are different in size and ambition but shared a common theme before attracting the interest of 777: They were all in financial crisis.Mr. Wander, 42, and his co-founder Steve Pasko, a Wall Street veteran two decades his senior, would not have been seen as a typical sports team investors when they started 777 Partners in 2015. At the time, the company’s core investments were related to the world of structured settlements, an opaque industry in which recipients of long-term annuities, typically the result of compensation claims, cash them out for lump sums of immediate cash.In one recent interview, Wander, on the left, said he was “more serious about investing in soccer than anyone in history.”Luca Zennaro/EPA, via ShutterstockThe firm quickly branched out into other sectors, including low-cost airlines and litigation financing, according to Gary Chodes, who served as a board member of a 777 subsidiary until 2017. He said he parted on good terms, but that the firm he left had few profitable businesses. So he noticed when 777 started collecting soccer teams and committing to assume their sizable debts through loans and other upfront payments.“If I was to ask, ‘Is there a little bit of mystery as to how Josh would generate three quarters of a billion dollars to buy a sports team from the businesses he owns in 777?’ — I would say that’s somewhat of a mystery,” he said.In past interviews, Mr. Wander has painted a picture of a sprawling and successful business, one that manages $10 billion in assets, counts 60 subsidiaries across a range of industries: sports, insurance, aviation, media. Many of the company’s financial details are difficult to verify since the business is private and its financial structure, current and former staff members said, is closely controlled by Mr. Wander and Mr. Pasko. Last weekend, for example, it announced the sale of one of its insurance businesses without identifying the buyers or the price.The company relies on loans to operate many of its businesses, according to the current and former employees. One of the biggest lenders to 777 is A-Cap, a private company operating in the insurance and investment business, three people said. A-Cap did not respond to a request for comment. “Not all of our 60 businesses will be profitable at any one time, but the fundamental underlying business performance of the 777 Group is strong,” Mr. Wander wrote in Saturday’s letter to fans, adding the company was not a “typical private equity firm.”Yet as 777 executives have spoken of their ambition and the scale of their operations, some of the businesses they run, including their sports teams, have reported missed payments related to agreed-upon funding schedules and even routine operating expenses.In England, for example, the chairman of the British Basketball League, in which 777 owns a 45 percent share, wrote to its founders on Sept. 6 warning that the league was at risk of bankruptcy unless the firm delivered a late payment of about $1 million. Those funds eventually arrived.In Belgium, according to reporting by the soccer magazine Josimar, the lack of clarity around 777’s finances spooked Belgian soccer’s licensing officials enough that they considered refusing to allow the company to continue operating the 125-year-old club it owns, Standard Liège. Eventually a compromise was found, and the team was granted a license.A successful takeover of Everton would bring the number of clubs in 777’s portfolio to eight, including Vasco da Gama in Brazil. Buda Mendes/Getty ImagesIn Brazil, Vasco da Gama had been anxiously awaiting a scheduled payment of about $23 million due the same week as the basketball league was expecting its funds. Without the money, Vasco has been unable to make outstanding payments to its suppliers and to rival teams owed in past deals for players. When it missed some of the payments, soccer’s governing body prohibited the club from signing new players until its debts were paid.Through its spokesman, 777 said it had already delivered much of the money required in its payment schedule with Vasco. It also said it was ahead of “ahead of schedule” and “beyond our original commitment” to the British Basketball League. But to some outsiders, the repeated issues involving money suggested an exercise in financial plate-spinning rather than the kind of healthy, well-capitalized owner a Premier League team requires.Away from the soccer field, its co-founder, Mr. Wander, built an image of a risk taker with a knack for making money.One former associate, Rhonda Bentzen, recalled how Mr. Wander would request loans from colleagues at a structured settlements business he had set up with the promise of profits in a matter of days. “I did it with him a few times and he absolutely doubled the money every single time,” Ms. Bentzen said. But once, she said, she watched Mr. Wander drop about $5,000 in a Las Vegas slot machine, lose it all in less than a minute and “not bat an eye.”In the early years of his business career, Mr. Wander was shadowed by a cocaine-trafficking charge from his college days at the University of Miami. After he pleaded no contest in 2003, he spent more than a decade on probation. A spokesman for the company said his plea, and the successful completion of his probation, meant he “was not convicted of anything.”Court records reveal other details about Mr. Wander, his company and money. In 2012, the Bellagio casino sued Mr. Wander for failing to pay back a $54,500 cash advance. In March, American Express went to court seeking $324,000.89 that had been charged to a 777 Partners credit card. The spokesman for 777 said both matters were resolved. Court documents show the Bellagio repayment remained outstanding for at least six years.Just last week, a former business partner in 777’s airline business made an allegation of fraud against the company in the Court of Chancery in Delaware. The filing said the firm and a subsidiary, Phoenicia L.L.C., “are part of a web of companies 777 uses to move around money and assets to operate and conceal a sprawling fraudulent enterprise.” A 777 spokesman declined to respond to the accusation, citing a company policy not to comment on litigation.The pattern of late and delayed payments, rather than any lawsuits, raises the biggest doubts about 777’s suitability to run Everton, said Keiron Maguire, a lecturer in the management school at the University of Liverpool and a specialist in soccer finance. “It’s a red flag to a potentially more significant cash-flow issue, or incompetent management,” he said.Everton’s Goodison Park Stadium in Liverpool, England.Jon Super/Associated PressMoney is of paramount concern at Everton at the moment. The club’s current owner, Farhad Moshiri, has spent close to $1 billion on Everton since purchasing the team in 2016, and the club’s immediate financial needs are so acute that 777 has already lent the team more than 20 million pounds, or almost $25 million, just so it can continue to operate.By agreeing to take on its ballooning debts, as well as a Premier League wage bill and a half-finished stadium on the Liverpool waterfront, 777 Partners has essentially committed to injecting hundreds of millions of dollars into the club. Last weekend, they saw the job ahead first hand, taking in an Everton match from seats in the front row of the director’s box.Executives at Vasco da Gama in Brazil were watching. It had not escaped their attention that the $25 million loan that 777 Partners gave Everton last month was similar to an amount that was, at that moment, still owed to Vasco.On Thursday, a month after it was due, part of the payment arrived, with a promise that the balance would be paid on Friday morning. But it was not paid. The holdup, 777 Partners said, was a bank holiday in the United States.The missing $7 million, the company assured Vasco, would be there this week. More

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      Liverpool, V.A.R. and the Problem With Process

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      If process and hubris trump getting calls right, the system has broken down.There are very few coherent sentences in what will, in time, doubtless come to be known as the Luis Díaz Tape, a sort of Premier League equivalent to the Zapruder film. The various protagonists communicate in clipped and meaningless phrases, any clarity sacrificed on the altar of self-important brevity.The tape lasts only two minutes, and while it is not a particularly thrilling video — a group of faceless voices discussing procedure while staring at screens, advancing resolutely toward a presaged outcome — it is, by turns, tense and frustrating and never less than compelling.It is best considered, really, as a character drama. The setting is this: Díaz, the Liverpool forward, has just scored to put his team ahead against Tottenham Hotspur. The goal is ruled out, on the field, for offside. A few miles away, in a building at Stockley Park west of London, the Premier League’s Video Assistant Referee studio whirs into action.Darren England, the game’s designated V.A.R., wants to check if the goal should be allowed to stand. He commands that the footage be rewound and paused and decorated with a line. He determines that, no, Díaz had timed his run perfectly. “That’s fine, perfect,” he says to his colleagues in the video room and to Simon Hooper, the on-field official. “Check complete.”It is here that everything unravels. The goal should count, but England seems to have declared that the original call — no goal — is “perfect.” “Well done, boys; good process,” Hooper mutters. Tottenham restarts the game with a free kick. A couple of pregnant seconds pass by. Nobody seems to have noticed the non sequitur. The audience, though, knows.Luis Díaz, hero denied.Peter Cziborra/Action Images, via ReutersAt this point, the hero enters. Mo Abby is not a qualified referee; he is the technological specialist, present to operate the video equipment while the officials issue their expert judgments. “Are you happy with this?” he asks, a hint of nervousness in his voice, as if he knows he is stepping outside his role.Now, it all goes to pieces. The precise nature, the exact scale, of the error is suddenly clear to England and Dan Cook, his assistant. Another outsider, Oli Kohout — the hub operations manager, which is not a title that can be pithily explained — suggests pausing the game and allowing Hooper to correct the mistake.England is the one with the power to make that call. In the inevitable dramatization, it is at this point that the camera will focus intently on his face. His eyes will betray his panic, his fear, his dawning realization of his powerlessness. His voice, though, does not. The game has resumed. “Nothing I can do,” he says, again and again, with surprising conviction, his hubris sealing his fate.It is this that is, in truth, most troubling about the incident at the Tottenham Hotspur Stadium. The last week has been rife with false equivalences. When the Liverpool manager, Jürgen Klopp, suggested that the most sporting consequence of the mistake would be for the game itself to be replayed, the response was predictable. Should we replay the 1966 World Cup final? Argentina’s defeat of England in 1986? The 2019 Champions League final? That game last year where my team was on the end of a disputed, subjective call?The difference should not need to be spelled out, but since we are here: Plenty of teams have been the victims of errors no less consequential than the one that cost Liverpool last Saturday. In almost all of those cases, though, those decisions were made in good faith. The officials believed they were right. They did not press ahead in the clear, undisputed knowledge that they were wrong.There are plenty of reasons to be object to the existence, or at least the application, of V.A.R. It interrupts the rhythm of games. It diminishes the experience of watching soccer in a stadium, allowing the nature of the action to be determined remotely, by some apparently unaccountable external force. It creates and enforces an expectation of perfection that is impossible to attain and will, therefore, be a source of eternal disappointment.Liverpool’s Jürgen Klopp, offering some thoughts.Neil Hall/EPA, via ShutterstockThe Díaz tape, though, is a perfect distillation of what may be the most significant objection to V.A.R. Darren England’s response, both plaintive and brash — “nothing I can do” — is rooted in a belief that what matters, above all, is the correct implementation of protocol. The rules, the sainted Laws, decree that once a game has restarted, it cannot be stopped. Errors are material reality. The referee’s decision is final, even when it is known to be wrong.This is indicative of what V.A.R. has done to soccer. Recently retired officials have a cloying tendency to lionize the days when they could apply what is known, euphemistically, as “game management.” Generally, this means referring to players by their nicknames, indulging in a false and unreciprocated chumminess, and allowing the more famous participants in a game rather more leeway than their lesser colleagues.Such an approach is, of course, flawed, but it is perhaps preferable to the technologically induced alternative, which is a world in which any form of discretion has been almost entirely removed. Quite how much soccer has shifted to allow itself to be adjudicated from afar is overlooked worryingly frequently.The most obvious example of this is handball, the definition of which seems to change with the seasons. The motivation behind this is not an attempt to hew closer to the spirit of the game, but to make it possible for a decision to be made on a screen.There are others, though. The shifting thresholds for red and yellow cards and the shrinking border between reckless and malicious are both inspired by the need to make an objective decision, one that does not rely on any human allowance for context or intent.This is the atmosphere in which referees now function, one in which they are not there to apply the rules as they see fit, but in which the rules are unyielding and inflexible and do not brook any interpretation. It is a world in which what matters is not whether anything makes any sense, but in which protocol — officious and unapologetic and blind — is king.This search for absolutism has led, ironically, to a sense of greater arbitrariness. That, in the aftermath of the Díaz incident, almost every club could pick out a litany of its own injustices in the recent past was designed to illustrate that Liverpool’s response was somehow excessive or self-pitying. Instead, it highlighted more than anything how fractured fans’ belief in the fair implementation of the Laws of the Game — always portentously capitalized — has become.Nobody is quite sure what the rules are anymore, because they have a tendency to change so often. This week, this is a handball and the referees are clamping down on time-wasting or players who demand yellow cards, and next week they are not.Decisions are imposed without adequate explanation by an officiating body that has issued 14 formal apologies since the start of last season but seems still, for some reason, convinced of its infallibility. The letter of the law is applied rigorously, but the spirit of it has been lost almost entirely. And the feeling that follows is the same as that which can be detected in the Luis Díaz tape: a sense of unmitigated frustration, of wild confusion, of total powerlessness. There is nothing Darren England can do, and in that he is no different from the rest of us.The 2030 World Cup Will Be Held … EverywhereTomas Cuesta/Agence France-Presse — Getty ImagesIt is to Gianni Infantino’s credit, really, that he resisted the temptation to announce the location of the 2030 World Cup in the style of Oprah Winfrey giving out cars. Spain: You get a World Cup. Portugal: You get a World Cup. Morocco, Uruguay, Argentina and, for reasons that will have to be explained later, Paraguay: You can all have a World Cup, too.The FIFA president will insist that this plan is perfectly sensible. Admirable, even. Hosting the tournament across three continents, Infantino explained on Wednesday, sends a message of “peace, tolerance and inclusion.” It means spreading the financial burden of a 48-team tournament, and by consequence sharing the joy.There is even just a hint of romance. South America has long believed it would be fitting if the World Cup’s centenary edition took place back where it all began: in Uruguay, the host of the 1930 tournament, and Argentina, the losing finalist.It had looked for some time, though, as if that might be impossible. Even with their resources pooled, the South American bidders did not possess the infrastructure — specifically the stadiums — to meet FIFA’s exacting requirements.Infantino’s solution — handing the tournament’s opening three fixtures to Montevideo, Buenos Aires and Asunción and then shifting the rest of the tournament to the Pillars of Hercules — will doubtless be sold as an ingenious compromise. That this plan effectively clears the path for the 2034 tournament to go to Asia, and to Saudi Arabia, is obviously just a coincidence.At this stage, all of this is still just an idea. The plan still has to be ratified by a vote of all 211 FIFA members next year. That it has been suggested at all, though, makes the organization’s ecological attitude abundantly clear. The 2022 World Cup might have been the single most environmentally damaging event ever staged. The 2026 edition is being held across a whole continent. The likelihood is that 2030 will take place across three.That may be the most consequential objection, but there is something less tangible to be mourned here, too. Elite sports may now be a televisual event, dislocated and remote, but it is the connection to a place that lifts a World Cup into something beyond mere content to be consumed.It is a chance for a country to go on hiatus, to revel in itself, to spend a month being swept away. That was true of Russia in 2018 and of Australia and New Zealand this year. It was that sense of proximity, the feel of a global carnival, that illuminated Qatar, far more than the stadiums. Spreading the World Cup around does not diffuse that. It dilutes it. Sure, everyone gets a little piece of it, but that does not have the same effect. Not at all. More

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      A Night at the Best Pickup Soccer Game in the World

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      As the players idled by the chain-link fence at the side of the field, taking great gulps of air and water and conducting an immediate autopsy of the game that had just finished, they focused their attention on three outstanding bones of contention. Instinctively, they separated into dedicated working groups to tackle each one.The first considered whether a penalty that had not been awarded absolutely should have been, as an aggrieved plaintiff was claiming. The second investigated if a particularly egregious foul was premeditated (yes) and/or warranted (also yes). The third explored the knotty issue of how many deflections preceded the last of the game’s 12 goals — estimates ranged from two to “about a million” — and whether allowing the goal could, therefore, reasonably be considered the goalkeeper’s fault.Before that matter could be settled, the debrief was cut short. Each player had to dig into wallets or pockets to find five pounds — just over $6 — to pay their share for the use of the field. As they strolled stiffly to the parking lot, the squabbling gave way to discussion of plans for the rest of the evening, and for next week.This is all part of the ritual of the scrimmage, the scratch game, the kickabout. It is a conversation that happens thousands of times a week, across the world, after thousands of games like this one. The only difference here is the qualifications of those involved.A typical chat before any pickup game, anywhere in the world. It’s just that Alex Bruce, center, played more than 300 professional games.The 20 players who have just paid about $120 to play for an hour on an unremarkable synthetic field in south Manchester are used to rather different surroundings. Between them, they have made more than 1,000 appearances — and scored more than 100 goals — in England’s Premier League. They have played professionally in a dozen or so countries. Among their number are players who have won trophies, tasted the Champions League, represented their nations.They wear their fame relatively lightly. There are no replica jerseys bearing their names. Only a couple go as far as to use shorts emblazoned with club crests. Watch them play for a few minutes, though, and it is clear this game is hardly ordinary.The quality on display, as one player has put it, is “frightening.” As it should be: The victim of the contested penalty is Ravel Morrison, once of Manchester United and West Ham. The judge of the debate on the foul is Joleon Lescott, a Premier League and F.A. Cup champion with Manchester City.It is universally agreed that the game’s most gifted regular participant — and most unapologetically competitive spirit — is Stephen Ireland, who played for a decade with Manchester City and Aston Villa. The two players stretching out their calves, tuning out the bickering, are Papiss Cissé and Oumar Niasse, once of Newcastle United and Everton.They are part of a rotating cast of professionals — most of them retired recently enough that rust has not yet set in — who come here every week to take part in what may be the best game of pickup soccer in the world.Papiss Cissé, formerly of Newcastle United, rising above Bruce for a header.It was not designed to be anything of the sort. The weekly game started a couple of years ago, as coronavirus lockdowns began to ease, when a group of friends — most of whom had played semiprofessionally, on the lower rungs of England’s soccer pyramid — set up an amateur team, the Farmers, to play together on Sundays.This part of Manchester, though, is a relatively small world. The city’s leafy southern suburbs, and the gilded villages of north Cheshire, are home to dozens of professional players, both current and former. It did not take long before a couple of them, friends of friends, had accepted invitations to join in.From there, it spiraled quickly, said Kial Callacher, one of the team’s founders. Soon, the Farmers were winning some games by “30 goals or so,” he said. “After a while, it wasn’t really fun.” The team’s opponents, presumably, were of broadly the same view. Everyone involved decided it might be better if the ex-pros just played among themselves.So their hourlong games, held on Tuesday or Wednesday nights, were born. The guest list only grew more stellar. Some weeks might feature Antonio Valencia, John O’Shea, Danny Simpson and Danny Drinkwater, all of them Premier League champions, or Nedum Onuoha, formerly of Manchester City and now an ESPN analyst. Dale Stephens, a Premier League player as recently as last year, is a mainstay.The consensus is that Stephen Ireland, once of Manchester City, is the most talented regular participant.Cissé and Oumar Niasse, who both also had Premier League careers, might disagree.There are many more who spent years in England’s Football League. Few, if any, of the 66 members of the team’s WhatsApp group do not have at least semiprofessional experience. Games are, to put it mildly, competitive.“I’ll get an early night the day before,” said Joe Thompson, a regular participant who spent 13 years as a pro, mostly for Rochdale. “I’ll stretch in the afternoon, eat right, hydrate: all of the things I did as a professional. You don’t want to do yourself a disservice, or take liberties with the standard. You feel like you are constantly on trial. You have to be on the mettle or the group will let you know.”There is no shortage of candidates eager to see if they can handle it; so many are waiting to join that there is now a one-in, one-out policy on the WhatsApp group. Priority is given to prospective new entrants who have made the most appearances in the Champions League and the Premier League.For some, the appeal is at least partly practical. “It keeps people ticking over,” Thompson said. “If you’re out of contract, looking for a club, you can keep as fit as you like in the gym, but nothing replaces match sharpness.” Simpson has said it helped him remain “football fit” as he waited for a new club. Many in the group expect Morrison, most recently with D.C. United in Major League Soccer, to be picked up soon as a free agent.For a vast majority, though, the game meets a spiritual need. Thompson is not a typical case. Twice, during his career, he was found to have a form of Hodgkin’s Lymphoma. He returned to play on both occasions but retired on medical advice in 2019, at age 30. As a result, he said, he found it relatively easy to “make peace” with leaving the game.A single game last week produced 12 goals and at least three postgame inquests.Many find the transition much harder. Alex Bruce, a defender who represented 14 clubs in a career that spanned almost two decades, compared retirement to “dropping off a cliff.” “There’s no buildup, and then one day you’re at home, wondering what to do with yourself,” he said. As much as pining for the sport itself, players said they tended to feel bereft outside the confines of a locker room. “You’re institutionalized,” Bruce said. “You miss the environment.”The WhatsApp group — an ongoing stream of affectionate teasing, lighthearted criticism and off-the-cuff soccer punditry, according to members — offers a digital imitation of the daily rhythm of life inside a club. And the games themselves provide an outlet for the competitive urge. “It’s better than going to the gym and running on a treadmill on your own,” Bruce said.It is that, more than anything, that brings them all to an unremarkable field deep in south Manchester, whatever the weather.Being a soccer player is, of course, glorious, glamorous fun. But, Thompson said, “over the course of 20 years or so, it chips away at you.” The pressure is intense. The politics are toxic. There is little agency: A player’s fate can swing on an unfortunate injury, an unhelpful manager, a single bad decision.At the end, there is no sentiment whatsoever. “Most people don’t retire from the game,” Thompson said. “It retires them.” Soccer moves on, unforgiving. “You’re on a pitch, in the fresh air, with a ball,” one participant said as he watched his colleagues and friends slip into their cars. “It’s what it was like when we started playing.”Once a week, though, these players can engage with the game on their terms. There is no crowd. There is no money, other than the fee to use the field. There is no pressure, other than that which they put on themselves. They all carry the scars of a life spent playing a professional sport. Those days are over, now, but they do not want to say goodbye. What they want to do, instead, is to play.“You’re on a pitch, in the fresh air, with a ball,” Thompson said as he watched his colleagues and friends slip into their cars. “It’s what it was like when we started playing. I think for most of them, it’s an hour a week when they can feel free.”That is, they know, a precious thing. This summer, the group played a couple of exhibition games against local teams, operating under the moniker Inter Retirement. They have since been approached by a production company with the idea of launching a YouTube channel, of turning their private game into public content.They can see the merit in the suggestion, of course, but one drawback, above all others, gives them pause. The act of observation would change the nature of the event. It would turn soccer, once more, into work. They come to this field, once a week, because there are no cameras. There is no spotlight, no pressure.Here, at last, that they can play. More

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      What the NBA May Need: a Soccer-Style Way to Banish Bad Teams

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      Dave Checketts, a former Knicks executive, has seen firsthand the emotional, and financial, power of relegation through his post-N.B.A. career in European soccer.Dave Checketts believed he had experienced pretty much everything in his decades-long career as a sports executive. As the Knicks’ president, he had hired Pat Riley as coach in 1991, launching a memorable decade of championship contention at Madison Square Garden. As a founding owner of an M.L.S. franchise in Salt Lake City with his company, SCP Worldwide, he had negotiated a partnership with Real Madrid that helped to produce one of the early soccer-specific stadiums in the United States and an M.L.S. Cup title in 2009.But none of Checketts’s years in the N.B.A., N.H.L. (as owner of the St. Louis Blues for a few years starting in 2006) or M.L.S. had prepared him for a Sunday in May 2022 when Burnley, the English football club, was relegated from the Premier League for the first time in six years — in a stomach-churning, one-goal defeat, at home, on the season’s final day.“For a regular-season event, I’d never witnessed anything like that,” said Checketts, who had been appointed to the club’s board of directors in 2021. “It was gripping, and then, it’s over, you’re relegated, out of the top league. Fans were sobbing. It was a funeral service. But because I was at home in Connecticut, I could look at it from a distance, also see it as business strategy.”He recalled telling his wife, Deb, “The N.B.A. needs to do this!”In a calmer state, he recognized that North American professional basketball lacks the lower-league infrastructure of European soccer to consider for promotion/relegation, among other cultural and financial disqualifying factors. But in a recent discussion, Checketts, 67, spoke with The New York Times about the increasing connectedness of global sport.This conversation has been edited for clarity and length.How did your association with Burnley F.C. come about?Our M.L.S. team was not doing well the first two years. After we started badly in Year 3, I let everybody go. There was a young partner in our firm, Alan Pace, and I asked him to be interim C.E.O. Alan fell in love with the game. When he put together the deal to buy Burnley in 2020, he called and said, “The Premier League is telling me I’ve got to have someone who’s been around professional sports.” I put money in and joined his ownership group.Burnley was relegated from the Premier League in 2022 but won promotion in 2023. Checketts said he was the promotion-relegation system as “business strategy.”Richard Sellers/PA Images, via Getty ImagesAfter relegation in 2022, you experienced promotion, the flip side, with Burnley losing only three games in the second tier, or Championship. What was that like?There was a coach who had been there for a decade, Sean Dyche, who was so popular that there was a bar there named for him. But we were losing and Alan fired him with a few games left in the relegation season. The fans went crazy on social media; it was ugly. This guy’s an American — what does he know?Then Alan hired Vincent Kompany, who’d been a star at Manchester City and was coaching in Belgium. He shed payroll, went with young players and a new attacking system. When we won the Championship, they held a parade, which I was there for. Burnley is very industrial, one of the oldest clubs in the world. The stadium seats only about 20,000, but it felt like the whole city was there, tens of thousands.J.J. Watt, one of two former N.F.L. players — Malcolm Jenkins being the other — to invest in Burnley, was at the clinching game and got to carry the trophy. Why is English football suddenly attracting U.S. celebrities? (Watt’s wife, Kealia, who played in the National Women’s Soccer League, is also an investor.)Obviously, Ryan Reynolds’s buying Wrexham and the television series has been a huge factor, as well as “Ted Lasso” on Apple. But Americans have always had a fascination with England, anything with the royal family. And look, Americans are also used to watching what they think is the best in sport. It’s not surprising that with soccer’s growth there’s a fascination with the Premier League.If promotion/relegation would never fly in American pro leagues, including M.L.S., is there any sports entity where it could be workable?I think it’s an absolutely great idea to have a power conference in college football, and there you could have promotion/relegation, where the bottom three or four would go down, but would still be able to play major college teams. It would create incredible interest. But you’d need a central power source, like a pro commissioner, and the N.C.A.A. is not that.Speaking of borrowing from Europe, the N.B.A. is launching an in-season tournament, but it already has a tournament — it’s called the playoffs. Will this work?I think if you went out on the street, even in New York City, and asked, what is this N.B.A. tournament about, I doubt many would know. It’s a separate tournament, but the results count in the regular-season standings? They’re going to Las Vegas for the championship in December?Let’s say Phoenix goes to Vegas and wins the championship. Do they go home and have a celebration? In Europe, they certainly do celebrate winning any cup.It doesn’t feel like American fans need it, but [N.B.A. Commissioner] Adam Silver is never afraid to try something new, and maybe it will stimulate some interest.As the Knicks’ president, Checketts had hired Pat Riley as coach in 1991, launching a memorable decade of championship contention.Richard Perry/The New York TimesSome of the N.B.A.’s best players now are foreign-born. Might there ever be European team expansion?In 1990, when I was general manager of N.B.A. International, we were already identifying expansion cities, but I don’t think owners are spending any time on it anymore. It’s fine to go over and play a few games for marketing. But you start complicating things with collective bargaining, television contracts, labor laws. If we were looking at it 33 years ago and it hasn’t happened yet, I doubt it’s ever going to happen. Certainly not in my lifetime.On the aforementioned subject of American fans demanding the best in a particular sport, where is M.L.S. on becoming a true major league on the international stage?[Lionel] Messi has made an obvious difference this summer, but how long can he go and what happens after that? How many guys can be given $50 million? How do you get that huge network deal? For me, the financial side was impossible to carry on. (Checketts sold his stake in Real Salt Lake in 2013.)First of all, we play in the summer so foreign players have to leave to play for their national teams. It would also help if the best U.S. players stayed in M.L.S. except you usually have a national team coach who prefers they go to Europe because the game is so much better. So it’s a difficult challenge, but you do have the World Cup coming here in 2026 and it would help if the U.S. could be really competitive. This may be a make-or-break decade. More