The Dream Factory E-Book

Ryan Baldi

• Herausgeber: Polaris
• Kategorie: Lebensstil
• Sprache: Englisch
• Veröffentlichungsjahr: 2021

Seitenzahl: 406

Beschreibung

Shortlisted for the Sunday Times Football Book of the Year 2022 'A forensic insight into how our football academies operate. Every angle covered by a splendid author' - Daniel Taylor, The Athletic With unparalleled behind-the-scenes access to academies at all levels of English football, The Dream Factory: Inside the Make-or-Break World of Football's Academies is a journey deep into the heart of youth football, revealing in gripping detail how home-grown Premier League stars such as Marcus Rashford and Trent Alexander-Arnold are created, and at what cost. The Dream Factory introduces a rich array of characters – players, coaches, directors – behind talent production lines at several Premier League clubs, including Manchester United, Liverpool and Manchester City, zooming in on the stories of Alexander-Arnold's unique development, how Rashford's sense of social responsibility was nurtured, and how Phil Foden has become a beacon to City's young hopefuls.

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Text copyright ©Ryan Baldi, 2021

ISBN: 9781913538392eBook ISBN: 9781913538408

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CONTENTS

ILLUSTRATIONS

PREFACE

ONE: THE GREATER MANCHESTER DIVIDE

TWO: GATEWAY TO A GOLDEN GENERATION

THREE: DOORSTEP DIAMOND MINE

FOUR: THE TALENT ARMS RACE

FIVE: RAISING A RASHFORD

SIX: DEAR PARENT/GUARDIAN

SEVEN: HOW MANY TIMES CAN YOU FACE REJECTION?

EIGHT: THE PLATINUM PRODUCTION LINE

NINE: A SOUL WORTH SAVING

TEN: SYSTEM REBOOT

ELEVEN:LA MASIA OF THE LOWER LEAGUES

TWELVE: BREAKING THROUGH

THIRTEEN: STAYING THE JOURNEY

ACKNOWLEDGEMENTS

INDEX

LIST OF ILLUSTRATIONS

ILLUSTRATIONS

A seventeen-year-old Tony Whelan (third row, far right) lines up alongside such Manchester United legends as George Best (second row, second from left), Denis Law (front row, third from left), Bobby Charlton (front row, fifth from left) and Sir Matt Busby (front row, far right) in August 1970. Alamy

An aerial view of Manchester City’s purpose-built Academy Stadium and the bridge connecting the academy facilities to the Etihad Stadium. Alamy

Bury’s decaying training ground in the months before the club’s collapse. A silhouette of the club crest of Manchester City, the previous residents, is still visible.

Nabil Touaizi celebrates putting Manchester City 1-0 up against Liverpool in the 2019 FA Youth Cup final. Getty Images

Academy Director Alex Inglethorpe addresses Liverpool’s players after their penalty shootout win over Manchester City in the 2019 FA Youth Cup final. Getty Images

Phil Foden’s first-team breakthrough gives hope to Manchester City’s academy stars. Getty Images

For fifteen years, the grand manor house at Lilleshall, Shropshire, played host to a yearly intake of talented boys as part of the FA’s National School programme. Alamy

Future England internationals Michael Owen (front row, far left) and Wes Brown (back row, sixth from left) were among the graduating class of 1996 at the Lilleshall National School. Alamy

The hoarding lining Crystal Palace’s academy pitches makes clear their local pride.

Crystal Palace considered releasing Aaron Wan-Bissaka at fourteen. By twenty-one he was their first-team Player of the Year. Getty Images

Mason Mount’s parents were once offered £200,000 by an agent for the right to represent their son. The offer was firmly rejected. Getty Images

Rhian Brewster left Chelsea for Liverpool at fourteen. Other clubs tried to sway the player’s father with a glimpse into an opulent lifestyle. Getty Images

Bayern Munich have chosen to no longer recruit in the youngest age levels. Alamy

Manchester United agreed to sign gifted French defender Dayot Upamecano as a teenager. The deal fell through due to internal incompetence. Having since joined Bayern Munich, Upamecano is one of Europe’s best young centre-backs. Getty Images

Chelsea took Raheem Sterling on trial at fourteen but failed to see the young attacker’s promise. They ignored a recommendation to sign Dele Alli at the same age, too. Getty Images

Marcus Rashford’s social conscience was allowed to flourish within Manchester United’s academy. Alamy

Steve Walters (centre) was a victim of sexual abuse while a young player at Crewe Alexandra. He has since founded the Offside Trust to ensure better protections are put in place for today’s academy players. Alamy

Scott Sellars introduced his concept of ‘serious fun’ to the Wolves academy. ‘Make it fun and let them learn,’ he implores. Getty Images

The parent of one Chelsea youngster explained how his seven-year-old son was released via an impersonal email after suffering a broken leg. ‘If you’re not one of the elite boys,’ the player’s father says, ‘then they just don’t care.’ Getty Images

Scott Armsworth (pictured tackling Arsenal’s Matt Smith) felt the support he received after being released by Fulham was inadequate. ‘How many times can you face rejection?’ he ponders. Getty Images

‘Exit trials’ offer released players a chance to find a new club, but these mass auditions have been likened to a cattle market for young footballers.

Trent Alexander-Arnold’s conversion from midfielder to right-back was carefully designed by Liverpool’s youth coaches. Getty Images

Liverpool’s sprawling Category One academy is adjacent to the club’s new first-team training ground. Alamy

Marcus Rashford takes on Leicester City’s youngsters as an undersized under-18s player. Getty Images

Rashford’s dream first-team debut saw him score twice against FC Midtjylland in the Europa League in February 2016. Alamy

Liverpool Women’s academy manager Julie Grundy provides a history lesson on female football’s pioneers at a local primary school.

QPR coach Manisha Tailor was awarded an MBE in 2017. Alamy

Modern facilities blend with an old-fashioned ethos at Burnley’s training ground and academy.

Losing Ian Carlo Poveda (above) to Manchester City, along with Joshua Bohui’s departure for Manchester United, convinced Brentford to shut down their academy programme. Getty Images

Colin Gordon (left) wanted Kidderminster Harriers to become a hub of opportunity for young people, with grand plans for the club’s academy and a university programme. Getty Images

David Longwell implemented lessons learned from La Masia at Shrewsbury Town’s academy. Getty Images

Marcus Rashford’s first-team breakthrough at Manchester United was the result of hard work, sacrifice, careful planning . . . and an all-important dose of luck. Getty Images

For Sophie and Dylan,my world

PREFACE

LOVE OF THE GAME

THE SILVER THAT flecks the hair at his temples is just about visible from under the woollen hat protecting his head from the chill of this October afternoon. There is little else betraying Tony Whelan’s sixty-eight years. He is lean and lithe beneath a thickly-padded gilet embossed with the Manchester United crest. There is an ease to both his movement and his nature. Behind his sepia-brown eyes, there is still, after all these years, a wonderment for his work, a deep reverence for his responsibility.

Whelan, himself a graduate of United’s youth system in the late 1960s, has been a coach and mentor to the club’s young players since 1990 and assistant academy director since 2005. He has seen the Class of ’92 – the gilded generation of Ryan Giggs, David Beckham, Paul Scholes and the Neville brothers – reignite the club’s connection to home-bred talent that can be traced back to the Busby Babes. He has helped mould and encourage some of English football’s finest prospects to reach the summit of the game, and he has felt powerless as his efforts have failed to prevent an equally gifted few from falling short. No one over the last three decades has been a more influential presence, a more constant and reliable hand on the tiller, at one of football’s most famous and productive youth-development programmes.

Even now, speaking at the tail end of 2020, as the coronavirus pandemic has sent a large portion of United’s academy operation into suspended animation, his motivation is undiminished, the joy he finds in his job ever-unbridled. Sitting at a picnic table in the garden area of an upmarket café near Altrincham, a ten-minute drive from the academy – because the pandemic currently prevents him from receiving visitors at the Carrington base – Whelan begins to explain why.

‘Love of the game. Love of football,’ he says. ‘It’s always been more than a job.’

Whelan is instantly rhapsodic. He pauses only to take an occasional sip of coffee or to bite a chunk from his chicken sandwich, then he’s off again, his passion stirred, his thoughts racing. ‘I’m always conscious of the fact that I’m really honoured and privileged to have worked for this club as long as I have done,’ he continues. ‘I’ve worked with some wonderful people – managers, coaches and young people. Young people who have inspired me in ways that they don’t know and they don’t understand. Love of the game has driven me a lot, it has to. What are you getting up in the morning for? I watched football last night, loved every minute of it. I saw some under-11 kids training at Carrington, just coming in buzzing, joyous. Give me some of that. And it’s just a great game at the end of the day. That’s why I’m such a strong believer in making sure kids love the game. If you love the game, you can still enjoy it at my age. I’m just a couple of years short of seventy now. I still want to be enjoying it in twenty years’ time, with any luck.

‘As a coach, you want to be challenged. I used to love it when a kid would say, “Tony, why are you doing that? It’s rubbish. I want to do this.” I’m not saying you let the animals run the zoo, but you have to be open to that. I sometimes think we don’t give young people the respect they deserve. We think we know best because we’re older than them. I’ve learned so much from young players, particularly over the last twenty years, just listening, watching, observing.

‘When I was involved with the full-time programme, the MANUSS [Manchester United Schoolboy Scholarship] programme, I learned to be a very good observer and a good listener. I became very good at taking the temperature. What are they like today? What is the mood like in the dressing room? What am I going to give them? How am I going to lighten the mood? Are they ready for something really substantial today? And that could change from hour to hour, day to day. That’s what I learned. Most of the time, my coaching licences were away in the safe.’

Whelan could retire tomorrow – could have retired ten years ago – and his legacy in the game would stand totemic in the form of the players he has ushered through United’s academy. But he understands, perhaps better than anybody, that someone in his position has a greater responsibility than to simply put young feet on the Old Trafford turf. He knows, as this book will elucidate, that the vast majority of youngsters he works with have no future in football. He knows he owes them as much care, if not more, than he does to those destined for the first team. He understands, also, that not all talent is equal, and that not every track is fast: for every Marcus Rashford, there might be ten Scott McTominays; for every Scott McTominay, there will be hundreds gone from the game long before the bright lights of the ‘Theatre of Dreams’ come into view.

‘The ones that are going to be footballers, in the main, are right in front of you,’ he says. ‘You’d have to be blind not to see it. You’d have to be blind not to see the talent of Marcus Rashford. Blind not to see the talent of Mason Greenwood. Blind not to see the talent of Ryan Giggs. Blind not to see the talent of Paul Scholes. Blind.

‘For me, the art and the skill is finding those players who are actually under the radar and not right in front of your eyes. The majority of footballers are those players. The ones who come a bit later. They’re not quite a superstar. A little bit like the Ugly Duckling – nobody really fancies them, nobody really sees them, then all of sudden the swan comes out. [McTominay] would be in that category. He was always a talented young kid and he was always going to be a good player, but I don’t think anybody would have said he was going to play for Scotland or play in our first team at a young age. He’s shown a lot of resilience, a lot of hard work, a lot of character. But there’s others. They’re scattered around.

‘I’d like to think that I’ve been more than a football coach. I don’t want to be defined as just a football coach. I want to be defined as someone who has wanted to help and support young people in life in general to get to where they want to get to, because in my experience it’s not going to be professional football. Are we going to give up on the ones who aren’t going to be footballers? I don’t think so.’

The aim of this book is to examine how the latest generation of young English footballers – the likes of Rashford, Manchester City’s Phil Foden and Trent Alexander-Arnold at Liverpool – have been developed, but also at what cost. The industrialisation of youth development has led to thousands of young people being swept into the academy system, yet opportunities at the highest professional level have never been in shorter supply. ‘I think to be a professional footballer now is much harder than it was when I was a kid,’ Whelan admits. ‘I was competing against players from down the road, from Greater Manchester, possibly nationally. But now, you’ve got to be the best players in Europe. The stepping stones are much, much steeper.’

Through the stories and insight of those who power the academy machine – the coaches, directors, administrators and governing bodies, the players and their parents – The Dream Factory dives deep into this previously closed-off world. The curtain is pulled back to reveal the methods that produce the best players, but also how those deemed not good enough are discarded and what care, if any, they receive thereafter. Elite girls’ academies are visited to chart the rapid growth of female youth development, and how it is approaching a decisive juncture the male game roared through – for better and worse – not so long ago. And the effect of money is laid bare by the juxtaposition of the wealthiest academies against those struggling to cover operating costs, how some clubs feel priced out by the rules that govern the system and how others aspire to thrive on meagre means.

This book aims to paint a rich, honest and comprehensive picture of football’s academies, a system at once enriching and damaging to the young people entrusted to it; a world in constant evolution, where good people do great things and where the vulnerable can be forgotten; where the righteous and the profitable both reside but don’t always play nicely.

‘Youth development is an industry now,’ Whelan says. ‘I’m doing my best to keep up and try and stay ahead, but it’s not easy.’

CHAPTER ONE

THE GREATER MANCHESTER DIVIDE

AS MARK LITHERLAND strolls the corridors of Bury’s training ground in Carrington, Greater Manchester, the sound of dumbbells clinking against the ground, grunts of exertion and Stormzy blasting through the stereo system grows louder when he nears the gym.

A handful of the club’s under-18s are putting themselves through extra work. They’re striving to strengthen their sinuous, scrawny frames in the hope they’ll soon be deemed ready and robust enough for the rigours of third-tier senior football.

‘That’s it. One more. Good!’

Man try say he’s better than me. Tell my man shut up.

‘Five . . . Six . . . Seven . . .’

Mention my name in your tweets. Oi rudeboy, shut up.

‘How many is that now? I’ll do one more set.’

How can you be better than me? Shut up.

Litherland walks with the confidence and contentment of a man at ease, at home. The forty-eight-year-old is in his sixth year as Bury’s academy manager. In that time, operating under the stingiest of budgets, he has overseen the rise of twenty-five first-team debutants and generated almost £3million for the club’s choked coffers through the sale of academy players.

He is proud of his work, proud of his staff, and rightly so.

Evidence of Bury’s fiscal struggles are apparent from the moment you pull into the training ground’s car park. The sprawling facility the first team and academy share, which used to belong to Manchester City, has fallen into disrepair. The prominent, light-blue facade is weathered, with the words ‘ABU DHABI’ and the outline of City’s club crest still visible from where the previous signage was removed. The lettering replacing it is falling away: ‘BURY FOOTBALL LU’. The lockers in the players’ changing room were picked up second-hand from Liverpool’s academy, a fitting metaphor for how Litherland’s measly £5,000 yearly recruitment budget forces him to seek young players for the club. In winter, they uproot to a smaller, yet more modest facility in Bury, owing to an absence of floodlighting at their Carrington site. There is no girls’ programme, nor a men’s under-23s side, with a lack of financial viability the reason cited for both.

The club’s fraught finances mean Litherland, day-to-day, faces a different kind of pressure to most academy managers. His responsibilities serve the club with vital cash flow, the first-team manager with a stream of good-enough youngsters, his staff with ensuring there is enough money left over to compensate their work fairly, and his players, their development and future careers.

But the weight he carries has not diminished his enthusiasm in the slightest.

As Litherland approaches the double-door entrance to the gym – a vast space, although modestly equipped, with cushioned matting lining the floor, free weights stacked neatly to one side and a row of black workout benches at the far end – seventeen-year-old centre-back Bobby Copping is on his way out. The tall, floppy-haired defender, whose youth is given away by the slight slope in his shoulders and the braces covering his smile, was signed from Norwich nine months earlier, in June 2018. He has already appeared for the first team.

‘How many clubs were after you when we got you?’ Litherland enquires.

‘Thirteen,’ says Copping. ‘Stevenage, Bournemouth, Luton, Peterborough, Lincoln . . .’

‘Why did you choose us?’

‘Enjoyed it the most. Best potential to make it in the first team. I came here and went straight into the under-18s. Within three months, I made my first-team debut.’

Litherland’s pride is evident – another success story. He pats Copping on the back and carries on making his rounds.

If you don’t rate me, shame on you. If you don’t rate me, shame on you.

In a little over five months, Litherland and all his staff would be out of a job, and all 140 of Bury’s academy players, Copping included, would be released. In August 2019, Bury, who had been Football League members for 125 years and twice won the FA Cup, were expelled by the EFL amid spiralling, unsustainable debts. As of the time this book went to print, the club still exists, but – with no league membership, no players or staff – not in any meaningful way.

After a trial at Brighton, Copping resurfaced with Peterborough, signing a two-year professional deal with the League One side. In his first interview for his new club, the teenager heaped praise on the care and attention he’d received in his short but formative time with Bury.

‘It was amazing,’ he said. ‘Mark Litherland and the coaches are unbelievable.

‘It was like a real family.’

***

Manchester City work the ball up the pitch methodically, replicating the patterns of movement and precise, short passes they’ve practised thousands of times in training. The ball glides through midfield and forward, skidding across the turf like a skipping stone over a wide and serene lake. They send it left, meeting the advancing run of the winger, whose sharply angled cut-back from the byline finds the striker on the edge of the six-yard box. A side-footed shot is planted firmly between the posts, but it is blocked and cleared by the lunging sprawl of a desperate goalkeeper. No matter. The routine, nearly so successful here in the first minute of the cup final, will be replicated several times over, forging the game’s opening goal as the seconds count down to half-time.

It’s a sequence of play witnessed hundreds of times each season at the Etihad, City’s home stadium which has seen trophies raised aloft regularly since the club was purchased by Sheikh Mansour bin Zayed Al-Nahyan and his Abu Dhabi United Group in 2008. The ownership group’s investment in the club, as of accounts published in 2018, totals almost £1.5billion. They have comprehensively upgraded the training facilities, expanded the capacity of the stadium, invested in the best players and attracted the most revered coach in football, Pep Guardiola, to oversee the team’s construction into an unstoppable juggernaut trained on unprecedented success.

On this mild evening late in April, though, as the sun dips behind the sweeping roof of the Etihad’s Colin Bell stand and a pink and purple twilight illuminates east Manchester, the patterns of build-up play carefully designed by Guardiola are not being executed inside the 55,000-seat arena. Instead, 350 metres south-east, across the junction where Ashton New Road meets Alan Turing Way, it is seventeen-year-old Spanish winger Adrián Bernabé cutting the ball back from out wide, not Raheem Sterling or Riyad Mahrez; and it is eighteen-year-old Moroccan youth international Nabil Touaizi who scores to punctuate the sequence, not Sergio Agüero or Gabriel Jesus.

In their purpose-built, 7,000-capacity stadium, City’s under-18s are hosting Liverpool in the 2019 FA Youth Cup final. The Academy Stadium forms part of the Etihad Campus, City’s high-end, all-encompassing training facility. The impressive complex was built on eighty acres of former wasteland and derelict industrial sites at a cost of £200million and opened in 2014. The Etihad Campus contains within it the first team’s state-of-the-art training area, injury-treatment and recuperation facilities, the club’s office headquarters and the City Football Academy. The academy area alone – graded Category One under the Elite Player Performance Plan (EPPP) guidelines and in which more than 170 players, male and female, from the under-9s age group and up, receive world-class coaching – would put to shame the first-team training grounds of many a top-level club. Among its many luxuries, it boasts seventeen immaculate pitches, a 120-seat press-conference area and a hydrotherapy room. It is only ten miles from the Carrington site they bequeathed to Bury, but City’s new base is a world apart.

The vast and fully equipped gym room houses on its main wall a mural of Agüero celebrating his famous goal against Queens Park Rangers, when the Argentinian’s late strike clinched City’s first Premier League title on the final day of the 2011-12 season. On one prominent wall of the main reception area is a quote from Mansour: ‘We are building a structure for the future, not just a team of all-stars.’ And a 150-metre pedestrian bridge extends between the Etihad and the Academy Stadium, aiding a steady flow of foot traffic between the two arenas and serving as a not-so-subtle metaphor for City’s aspiring youngsters. The intention of City’s heavy investment in their academy is clear: to create, in-house, stars of the calibre of Agüero or David Silva or Kevin De Bruyne, acquiring and nurturing the best young talent. It is all in the hope of replicating, for years to come, moments like Agüero’s late winner against QPR in a more sustainable, cost-effective way – albeit with resources that dwarf the £5,000 Litherland was given each year to sign players for his academy and the one talent-spotter he employed.

That begins with indoctrinating the young players in the City way; the Guardiola way; in many respects, the Barcelona way. Many of the principles of Barcelona’s famous La Masia youth system – which bred the likes of Lionel Messi, Xavi, Andrés Iniesta and Cesc Fàbregas – have been appropriated in Manchester by Guardiola, a former Barça player and manager, Ferran Soriano, City’s CEO who used to be general manager of Barcelona, and City’s sporting director, Txiki Begiristain, who formerly occupied the same role with the Catalan club.

‘Everyone in the club is aware of the way we try to play, the way we try to progress the ball through the pitch,’ says Gareth Taylor, City’s under-18s manager between 2017 and 2020. ‘All the managers and coaches will be on-board with our style of play. The manager [Guardiola] puts a big emphasis on that as well. The style of play, the process, to him is way more important than the result. If the processes are taken care of, the result will take care of itself.

‘I certainly see Txiki a lot, observing academy games, under-18s games, Youth Cup games. He’ll obviously have his priority, which is the first team, but he’ll have a broader view on players, especially looking at individual players. He has a strong presence.

‘We do a lot of problem-solving. We try and have an identity with the first team. I think this is the closest we’ve been to the first team in a long time [in terms of style] and that takes time to put in place. We have to make sure we follow the guidelines, that everyone understands the method and what our method is. The language is very important, the type of terminology you use. If you can get that into young players at ten, eleven, twelve, and also the technical components, that makes your job a lot easier by the time the players get to sixteen, seventeen, eighteen. We use a lot of Q-and-A in the auditorium. Out on the pitches as well, we try to extract information from the players, rather than this command all the time. I don’t think that’s exclusive to City; I think a lot of academies will be working in that manner.’

Against Liverpool in the Youth Cup final, City’s 4-3-3 mirrors Guardiola’s preferred tactical plan, as does their commitment to building from the back. Even when a mistimed pass from goalkeeper Louie Moulden presents Liverpool with a clear sight of goal, requiring impressive centre-back Taylor Harwood-Bellis to clear off the line, they remain undeterred from their high-risk, high-reward passing ethos.

The Youth Cup, running for close to seventy years, is the oldest and most prestigious youth tournament in English football. In the past, it has served as a springboard to stardom for George Best, Ryan Giggs and Manchester United’s Class of ’92, Michael Owen, Wayne Rooney and more. City have won the competition twice, but not yet since the 2008 takeover; they have reached the final in three of the last four seasons, beaten each time by Chelsea. Here, a goalkeeping error gifts Liverpool a second-half equaliser – a speculative twenty-five-yard strike from Bobby Duncan, a stocky, bustling striker who left City in acrimonious circumstances the previous summer, slips through Moulden’s grasp. Liverpool go on to win a penalty shootout, with captain Paul Glatzel’s decisive, confident strike into the top corner sending the travelling support into jubilant celebration in the Academy Stadium’s west stand. It is a modicum of retribution for the defeat City’s first team scored over Liverpool forty-eight hours earlier, with the two sides tussling over the Premier League title.

Another defeat at the last hurdle is a blow for City. The club no doubt crave success in the Youth Cup to signify their status as the best developers of young players in the country, with the best facilities, the best talent and the most attractive destination for future stars. Consolation comes from their triumph in the Premier League Cup, a title they would retain the following season, evidence of their standing among the elite of the English youth game. As Taylor consoles his players and ensures they stand and applaud as the trophy is presented, his disappointment is mitigated by the fact his boys played the better football on the night. They showed a clear identity in their play and, but for an unfortunate individual error, might easily have won.

Although he operated with humble means when compared with City in terms of both talent and budget, Litherland’s work at Bury also drew heavily from continental influences in respect of the possession-based style of play he viewed as the best for developing young footballers.

Sitting in the video-analysis suite, a wide room adjacent to the office he shares with his most senior staff, where dozens of chairs face a blank projector screen, Litherland’s admiration for the European game is evident. He begins to break down the tactical chess at play in the previous night’s Champions League game, the second leg of a last-sixteen showdown between Juventus and Atletico Madrid. Fourteen hours have passed since the final whistle, but his brain is still abuzz with what he saw. He begins to scribble furiously, detailing how the Italian champions and Cristiano Ronaldo orchestrated a three-goal turnaround against Europe’s meanest defence.

‘Can I borrow your pen a second?’ he asks, before bouncing out of his chair toward a nearby easel and blank sheet of A1 paper. ‘How were this Italian, well-structured, well-defenced side going to get back in the game?’ he asks, rhetorically. ‘And how are they going to beat that 4-4-2, who are predominantly going to have ten men in their eighteen-yard box? And it was fascinating that they did it in the wide areas. It was unbelievable.

‘If you look at it from a tactical point of view . . . I’ll just go and get a marker.’

He rushes across the hall to his office and jogs back with a more suitable pen in hand.

‘In these areas here, if you’re getting a cross from here . . . You can go through them, you can go around them or over them – they went around . . . Then they had two big guys, who were Ronaldo and [Mario] Mandžukić . . .’

Litherland has a quarter of a century’s coaching experience behind him, having moved into youth development when, at twenty-three, the discovery of an irregular heartbeat curtailed any hopes he had of a professional playing career. He joined Bury in 2014 and helped kick-start a profitable production line of young talent. ‘Previous to me coming here, it had been eight years since they’d had anyone break through from the academy, so to do twenty-five in five years is just testament to all them really,’ he says, sharing the credit with his colleagues and the players themselves.

Although the two are intrinsically linked, building for success on the pitch very much took a backseat to producing saleable players in the hierarchy of priorities to which Litherland worked. Rather than steering their best talent’s development toward an eventual first-team debut, Litherland and his staff identified their highest-potential players early and moulded them with the requirements of higher-level clubs in mind.

‘I’d say we’re a little bit more patient in terms of releasing players,’ Litherland says. ‘We don’t release that many players – at under-9s, -10s and -11s, we don’t release players anyway, unless they fell out of love with it, or for personal reasons, family reasons. From under-12s up, that’s when we start identifying, in terms of physicality, who’s going to go on to make the next step.

‘We do succession planning from under-11s up. That’s identifying your best players in the age group. We do it in two: players who we think are going to get scholarships; and players of value who we think we’re going to sell. For selling, they’re outstanding, a bit special. It’s been pretty accurate, if I’m honest with you.’

Litherland saw to it that Bury developed players in all positions who were comfortable and creative with the ball – particularly at centre-back, which became something of a speciality for the club – in an effort to both produce rounded footballers and attract the interest of wealthier clubs. ‘We’re a possession-based team,’ he explains. ‘Whoever we play against, whether it’s under-9s through to under-18s, we want to dominate the ball. We played City last Monday with our under-14s. It finished 1-1. First half, they had the lion’s share [of possession]; second half, we had the lion’s share. How we see it is: you’re not developing if you haven’t got the ball, you’re just running. We want to dominate the ball. In the league programme, from under-18s down, we constantly look to play out from the back.

‘With that strategy, we’ve sold four centre-halves to what we call our customers, which are Premier League and Championship clubs. That’s what they are looking for – ball-playing centre-halves who can play high up and defend one-v-one. We sold Jacob Bedeau to Aston Villa for £600,000; Emeka Obi to Liverpool for £300,000; Liam Williams to Sheffield Wednesday, £100,000; and Matty Foulds to Everton, £300,000.

‘We’re looking to try and develop thinkers rather than repeaters. You’re making them think all the time. We might say to a group, “This is a problem. Now you go out and try and solve it.” And once they learn how to do it, they’ve got it forever.

‘I think a team going direct is neglect within under-18s down, because they’re not developing with the ball, they’re just watching the ball go over their head. In the first team, it’s about three points. It’s got to be a rounded education in the academy system – try and get the player on the ball as much as you can, all over the park. Then he’ll develop his touch, his decision-making, his passing.’

Bury’s location in City’s former home was just a mile north of Manchester United’s facility, which houses their Category One academy that has famously reared dozens of first-team stars, most recently the likes of Marcus Rashford, Mason Greenwood and Scott McTominay. City’s state-of-the-art academy was just a twenty-minute drive away, too, and Liverpool, Stoke City, Blackburn Rovers and Everton all had Category One academies within an easily commutable distance.

For a low-budget, Category Three set-up like Bury’s, then, competing for the best local talent was a futile endeavour. They did, however, look to capitalise on their locality when promising players slipped through the net at the bigger clubs nearby.

‘We’ve got one recruitment guy,’ Litherland laments. ‘If you look at Man United and City, they’ve got seventy-five locally. We’ve got one. And, ultimately, we concentrate on the under-8s. We look to steal Man United’s and Man City’s under-8s, or Liverpool’s. And we look to have the best possible twelve or ten players we can. That’s sort of our foundation. Then we just add one or two bricks in between.

‘If United release someone, are we aware of them? Normally, if they get released by a Category One, they want to stay in a Category One. They’ll go to Blackburn, or they’ll go to Stoke. To get them is difficult, but you can get them. How we got Sam [Allardyce, the former England manager’s grandson] was Ryan [Kidd], who’s the under-16s manager, knew his dad. There was a historical relationship.

‘With Callum [Hume], when he got released by Man City, he went round all the houses, all the different football clubs. No one took him. We were basically the last resort. What you’ll find with players who’ve been released by City is, they’ll have an agent. I think one of the lads who’s been released by City is on £70,000 a year now at Rangers. That’s the level you’re looking at.’

Despite their operating restrictions, Bury’s relative success was impressive. Deep runs in the FA Youth Cup in each of the two previous seasons shone a light on the fine work done on the academy’s training pitches, and four academy graduates made senior league debuts in the 2018-19 season. ‘In the last two years of the Youth Cup, we finished fifth last year and we finished in the sixth round this year,’ Litherland says. ‘If you look at it in terms of budget, I spent £2,500 on recruitment last year. We are outperforming a lot.

‘I think it’s mentality. The staff have got a big-club mentality. If we go to City, we expect to win. We don’t want to go there like a small club and surrender. We want to take them on. Ultimately, they train as much as us, so why can’t we beat them? What you find is, then they want your players. Our under-10s won a big tournament at Man United. Man United, Stoke, Wolves – there were loads there, and we won. Our under-9s have won tournaments. We win a lot within the Foundation Phase.

‘It’s worked on average that we’ve made £500,000 a year for the football club, on top of what we get from the Football League. Ultimately, we’ve got to run as a business.’

The pathway between City’s academy and first team has been particularly narrow in recent years. Prior to the 2020-21 season, the last academy product to make a sustained impact in City’s senior side was former England defender Micah Richards in 2005. For all City’s proclamations of wanting to see homegrown youngsters succeed at the club, their eye-watering investment in instant and ongoing first-team success is a competing interest.

Between the time he took charge in the summer of 2016 and the end of the 2018-19 season, Guardiola had given first-team debuts to eleven academy players. By May of 2020, those players had made a cumulative total of just forty-five Premier League appearances, with Phil Foden accounting for thirty-two of those. Four had left the club permanently and another three were out on loan. City ranked last among Premier League clubs for game time given to homegrown players in 2018-19; Foden was responsible for their entire total of 371 minutes of top-flight action given to academy graduates. Contrastingly, rivals United topped the table with 9,334 minutes played by academy graduates, with five homegrown players making fifteen or more Premier League appearances.

Taylor appreciates the challenges that have come with City’s rapid evolution better than most. He initially began coaching with City in 2011, working on the club’s Rishworth Project, an initiative privately funded by Mansour that gave a handful of Emirati teens the chance to experience life within City’s academy. He then graduated into the role of under-16s manager, before being appointed under-18s boss in 2017. His association with City began much earlier, though, long predating the riches brought by the 2008 takeover. A Welsh international striker during a twenty-year playing career, Taylor spent two and a half seasons at the club’s old Maine Road home, joining City after they’d been relegated to the third tier.

‘I suppose for myself, and for anyone who played at City pre-2005, it’s probably unrecognisable, the club at the moment,’ Taylor accepts. ‘And most of the supporters who’ve been around long enough would say the same thing. But I still think it’s kept its culture, its personality. There have been huge, huge changes, and it’s operating at a really high level at the moment. It’s difficult to comprehend the difference from when I was playing [for City], from Christmas of ’98 to the summer of 2001.’

The perceived lack of first-team opportunities for City’s youngsters has seen them lose some outstanding prospects. Jadon Sancho is, of course, the prime example, having turned down a contract reportedly worth £30,000 a week at City to join German side Borussia Dortmund in 2017. Only seventeen years old at the time, Sancho was a regular starter in the Bundesliga and the Champions League within six months of signing for Dortmund, and a first senior England cap arrived fourteen months after his move to Signal Iduna Park. City contest that, prior to his departure, a pathway to the first team was being cleared for Sancho; ‘These are players that if you ask Pep today he will tell you they can and will be first-team players at Manchester City,’ said City’s chairman, Khaldoon Al-Mubarak, of Sancho and fellow academy standouts Foden and Brahim Diaz.

It cannot be known with any certainty whether Sancho would have broken through at City in a similar manner to his rise with Dortmund. But the winger, now coveted by the world’s biggest clubs and valued at £100million, will feel content with his decision, having, by November 2019, played more than nine times as many minutes in the Bundesliga as Foden, just two months Sancho’s junior, had in the Premier League. The other player cited by Al-Mubarak as a future first-team star, gifted Spain under-21 international midfielder Diaz, also slipped from City’s grasp, leaving for Real Madrid in January 2019.

‘In footballing terms, I wasn’t a regular around the first team,’ said Rabbi Matondo, formerly a promising winger within City’s youth ranks, upon following Sancho’s lead and signing for Bundesliga side Schalke 04 in 2019. ‘I trained with the first team and it was a good experience training with Pep and the other players. They are top players. It is not City’s fault; they have a wonderful team with wonderful players. But if you want to break in at City, it is not going to be easy.’

For City’s academy investment to be deemed a truly successful enterprise, the bridge across to the Etihad needs to be more than an empty metaphor.

As a generator of revenue for the club, though, the academy is extremely successful. Although he won’t be drawn on the specifics, Taylor admits the academy has targets it must hit for money raised through the sale of its young players. Such fiscal concern certainly isn’t unique to City. The Premier League’s EPPP manifesto, published in 2011, estimates that the cost of running a Category One academy is between £2.3million and £4.9million a year. Those figures have almost certainly increased in the time since. The need to sustain the cost of running an academy through player sales is a reality for most, if not all, clubs.

In May 2019, the Daily Mail estimated that City had made £125.8million in the previous five seasons through the sale of academy-bred players who had each made fewer than fifteen senior appearances for the club. Diaz’s move to Madrid recouped an initial £15million, with a further £6.5million in conditional add-on fees potentially still to come; England under-21s goalkeeper Angus Gunn, who never played in a senior match for City, was sold to Southampton for £13.5million in 2018; and Schalke paid £11million for Matondo, who’d also never appeared for City’s first team, in January 2019.

Most academy players aren’t afforded the luxury of deciding to pursue lucrative alternatives the way Matondo and Diaz did, though; they are simply released, with no say in the decision to end their association with their club – a situation with which Taylor, who was released by Southampton at eighteen, empathises.

‘It was the end of my world,’ he says of finding out Southampton were to release him. ‘I had no real formal qualifications behind me whatsoever. I moved from my digs in Southampton back to the West Country. I went on a number of trials – Brighton, Bristol City – but with no joy at all. Looking back on it now, they were also releasing their players, so I was really going to have to pull up some trees. I was still getting over the heartbreak of not getting through [at Southampton], because I honestly thought I was going to get a contract.’

Thanks to the endorsement of one of his former Southampton youth coaches, Taylor was given the chance to rebuild his career with Bristol Rovers in the third tier. He now feels a sense of personal responsibility for the players he’s worked with who have fallen through the cracks, helping them find new opportunities as he had been helped at his lowest ebb.

‘As an under-16s coach, it’s a really tough role,’ he says. ‘You’ve got to be like a father figure to the players, you’ve got to try and instil discipline, you’ve got to prepare them for youth-team football. And then it’s that aftercare of those who’ve been released. I probably have the best relationships with the ones who’ve left who I’ve kept in contact with. They might call and say, “I’ve been released from Newcastle,” a club that you’ve helped to fix them up with, by having conversations with coaches, by having conversations with parents, giving your review of a player, and then helping them again – “Can you give me some advice?” Some of the lads who left, like Martin Samuelson, who left at eighteen and signed at West Ham, I kept in contact with. David Brooks was a lad I organised to go to Sheffield United because of the link I had there.

‘It certainly helped me, that role, to develop my empathy. Having been in that position myself as a young player, being released, being turned down by places, it gave me a real insight into what was required to say to help. It was fortunate for me that I’d been through that process as well, had the ups and downs.

‘It’s the unforeseen stuff: the phone calls, the late-night ones, to check in with a player – “How’s it gone?” when the player has gone out on trial somewhere. I think it’s important. What helped me as well – and I’m not saying I’m perfect; I’ve made a lot of mistakes, a lot of errors – was having two lads of my own. I was doing the under-16s and I had a fifteen-year-old and an eleven-year-old. Now I’ve got a sixteen-year-old, and some of the lads in my under-18s are sixteen, so it’s quite a nice barometer to use, especially the psychology of a young player, a young person – what’s going on in the world, what’s going on at school – all of those things.’

One of the players Taylor has worked most extensively with at City, and one in whom the club are confident of a long and impactful career at the Etihad, is Foden. A diehard City fan from nearby Stockport, Foden has been on the club’s books since he was eight years old. While others, such as close friend and fellow former under-18s standout Sancho, have left for greener pastures, wider pathways, he has stayed. He trusted City to deliver on their word, that opportunities awaited him, that progress here might be slower than it would be elsewhere, but that, in the long run, it would be more rewarding. Taylor coached Foden for the best part of three years, first as under-16s manager, then in the under-18s. His experience working with the England international – who has come closer to meaningfully cracking Guardiola’s first team than any other player to come under Taylor’s tutelage – informed the approach Taylor took with his players.

‘It’s a great example to use Phil, in terms of being humble, being early to training and staying out afterwards,’ Taylor says. ‘Phil has always been top in that respect. Being a model pro, whether he’s starting, a sub or not playing. He’s a great example for a lot of the guys. Even for the sports scientists and the medical guys. When there’s a programme players might not want to do, they can say, “Look, Phil Foden did this religiously, and now he can handle first-team sessions because of it.” He’s a great advert for us at the academy to use.

‘I had Phil for nearly three years and I can’t remember doing anything special with Phil. One of the things I did do with Phil was just be brave, play him in games where you think, “We’re probably going to lose if we play him in midfield here because we’re going to get trampled, but he needs to be in there.” The easier thing to do would be to play him wide, on the wings, but then he isn’t going to see the pictures you need him to see, because he had top scanning abilities even at that age. The main thing with Phil was backing him, being brave and putting him in there. If you don’t do that, they’re never going to develop the qualities you’ve seen glimpses of.

‘And I think it’s a balance. I think players learn a lot by not playing, as well. That’s an important part of their progress. That sounds a bit contradicting, but, looking at some of the players who come through at under-16s and under-17s, they might not be a regular. There’s not a set pathway for everyone.’

Foden became increasingly relied upon by Guardiola as a key first-team player following football’s resumption after the coronavirus pandemic shutdown in mid-2020. By February of the following campaign, he had already matched his combined total for Premier League starts from the past three seasons.