Train to Compete: The Quarry as a Strategic Pillar of Sports Management

Club identity and diagnosis: the strategic starting point

Before deciding “what we do”, we must define “who we are”. In sports management, this translates intoreduce improvisationand increase coherence: from recruiting a youth player to choosing the first team coaching staff.

A. Identity is not a slogan: it is a set of repeatable decisions

A well-defined sports identity includes:

• Desired game model(principles, phases, behavior without the ball and with the ball, pressing style, type of start, etc.).

• Player profileby demarcation (technical, physical, cognitive and emotional attributes).

• Competitive culture(what is rewarded: bravery, defensive aggressiveness, control, verticality, etc.).

• Quarry code: what it means to “be a player of this club” (habits, responsibility, coexistence, emotional management).

B. 360º diagnosis: realistic map of where we are

A serious diagnosis includes:

• Template analysis(first team, reserve team, youth): age, minutes, injury, market value, potential, roles.

• Methodology status: Is there coherence or does each category train “their football”?

• Staff structure: coordination, profiles, training, workload, communication.

• Around: local recruitment competition, economic context, social pressure, institutional objectives.

C. Professional deliverable: “Sports Identity Book” (living document)

The sports management should consolidate an operational document that includes:

• Game principles per phase.

• Player Path: Requirements by age/stage.

• Training standards (duration, density, load, objectives per microcycle).

• Recruitment, evaluation, promotion and transfer protocols.

Typical errors:

• Copy the model of an elite club without similar resources.

• Change the “DNA” each season for short-term results.

• Define identity without translating it into training and profile selection.

2) Direction of grassroots football: the base of the pyramid

The quarry must be astructured and coordinated system. It is not a sum of teams: it is a performance factory with common logic and objectives per stage.

A. The quarry has 3 simultaneous missions

1. Train people(habits, education, resilience).

2. Train footballers(technique, tactics, decision making, physical).

3. Feed the first teamor generate value via controlled outputs.

B. Recommended structure (to avoid chaos)

• Quarry Director / Academy Manager(strategy + coordination).

• Coordinators by stage(initiation / development / high performance).

• Performance Department(PF, rehabilitation, medical, nutrition).

• Analysis and methodology(model, tasks, video feedback).

• Quarry scouting(local/regional recruitment + monitoring of rivals/tournaments).

C. The “path to the first team” is designed, not desired

An efficient quarry defines:

• Walkways: weekly training sessions for talents with higher categories.

• Minutes and roles: when to raise and with what role (not raise “just to raise”).

• Individual plan(PDI): 2–3 improvement objectives, measurable per quarter.

• Process protection: competitive environment without burning stages.

Quarry KPIs (measurable and defensible)

• % players who train with a higher category.

• % debutants / youth minutes in first team.

• Individual evolution (technical-tactical + physical + mental).

• Talent retention (flight to competitors).

• Injuries/1000h, relapses and return times.

3) Philosophy and methodology: the how and why

Designing a methodology consistent with the club's identity is a critical task. Unifying criteria and adapting in stages avoids improvisation and accelerates development.Soccerlab

A. Methodology is not “doing rounds”: it is a learning system

You must answer:

• What principles do we train each week?

• What tasks trigger them in a repeatable way?

• What indicators tell if the player learns or just “competes”?

B. Periodization by stages (practical example)

• Stage 1 (8–11): technical mastery + coordination + reduced play (simple decisions).

• Stage 2 (12–14): technique under pressure + perception + basic roles by position.

• Stage 3 (15–18): advanced collective tactics + competitive rhythm + video analysis.

• Stage 4 (subsidiary): performance and results, but without breaking identity.

C. Session standards (so that the entire club speaks the same language)

• Main objective (game principle).

• Individual subgoals by role.

• Task 1 (acquisition) → task 2 (context) → task 3 (transfer) → conditioned game.

• Feedback: 1 key correction per block + short video.

D. Methodological audit (what separates serious clubs from “reactive” clubs)

• Weekly training observation.

• Review of tasks and principles of the model.

• Monthly methodology meeting by stage.

• Internal library of tasks and progressions.

4) Human resource management: people, the key capital

Without an aligned staff, the club does not execute. Therefore, selecting and developing coaches is a strategic investment: they are the multipliers of culture and methodology.

A. Hiring by competencies, not by “name”

A professional club evaluates coaches for:

• Pedagogical capacity (explains, corrects, builds habits).

• Methodological domain (design of tasks with intention).

• Leadership and emotional management of the group.

• Alignment with identity (do not impose “I train like this”).

• I work with data and video (even if it is basic).

B. Coach development plan (as if he were a player)

• Quarterly evaluation (strengths / improvements / evidence).

• Cross observations (coaches see and learn from each other).

• Internal training (game model, analysis, communication, talent management).

• Promotion route (from quarry to higher stages).

C. Internal culture: standards + autonomy

The key is:

• Common standards(model, methodology, evaluation).

• Controlled freedom(creativity in tasks, own style within the framework).

Typical error: have “good coaches” but each one with a different model.

5) Recruitment and promotion of talent: sow and reap

The talent policy is based on two pillars: efficient scouting and objective evaluation/promotion criteria.

A. Modern Scouting: detect “fit”, not just “quality”

A big mistake is signing the best in a tournament without asking:

• Does it fit the model?

• What cognitive potential does it have (decision making, perception)?

• How do you respond to frustration and demands?

• What family/social environment do you have?

B. Structure of youth scouting (simple but professional)

• Assigned areas + match/tournament schedule.

• Standardized reporting (not “likes”).

• Video + clips of key actions.

• Weekly review with methodology (to validate fit).

• Longitudinal follow-up (3–6 observations min.).

C. Internal promotion with real meritocracy

• Clear criteria per stage (technical, tactical, physical, mental).

• Avoid favoritism: the club definesrubrics and evidence.

• Promotion by role: not everyone who rises must “be a starter.”.

Recruitment/promotion KPIs

• Hit ratio (players who stay and progress).

• Average adaptation time.

• % successful promotions (increase and sustain performance).

• Value generated (sports or economic).

6) Monitoring and evaluation: measure to improve

You don't improve what you don't measure. The club must evaluate the technical, tactical, physical and psychological aspects, with histories and indicators (KPIs) for decisions: renewals, transfers, promotions or withdrawals.

A. 4D evaluation (professional model)

1. Technical: execution under pressure, profiles, finishing, passing, 1v1, etc.

2. Tactical: understanding of the model, decisions, timing, space occupation.

3. Physical: availability, power, repetition of efforts, injury prevention.

4. Mental: resilience, concentration, leadership, tolerance for errors.

B. Player history (which saves you from “opinions”)

• Brief monthly report (1 page).

• In-depth quarterly report + clips.

• Individual plan with 2–3 measurable objectives.

• Feedback to the player and family (when applicable), with clarity and realism.

C. Difficult decisions, with evidence

• Renewal? → evidence of progress + projection + fit.

• Assignment? → clear objective + coherent destination club + guaranteeable minutes.

• Ascent? → performance + maturity + defined role.

7) Communication and coordination: the art of aligning structures

A club is an ecosystem: quarry, first team, medical services, analysts and technical management must share information and protocols.

A. Meetings that do matter (and don't take up time)

• Weekly(operational): injuries, charges, outstanding talent, incidents.

• Monthly(strategic): methodology, promotions, staff evaluation, recruitment.

• Quarterly(talent committee): key decisions by profiles.

B. Internal protocols (so that it does not depend on “people”)

• Report templates (scouting, evaluation, match, microcycle).

• Single communication channel by topic (no chaotic WhatsApp).

• Video and task library (common nomenclature).

• Milestone calendar: tests, tournaments, evaluation periods.

Result: less noise, more execution, and real project coherence.

8) External relations: projection beyond the field

Sports management also builds the external “ecosystem”: agreements, assignments and ethical relationships with agents, especially in training.

A. Strategic agreements (not “friends of the president”)

• Training clubs, academies, schools, local networks.

• Objective: expand recruitment, facilitate transfers, share methodology.

B. Planned transfers as a development tool

A professional assignment includes:

• Profile of the destination club (model, coach, style, pressure).

• Player objective (minutes, role, learning).

• Monitoring: video + reports + periodic visit.

C. Responsible intermediation (protection of the player and the club)

Especially in the quarry:

• Clear protocols with representatives.

• Ethical training: contracts, transfers, federative rights.

• Avoid external interference in training processes.

Elite tools for an efficient quarry (expanded)

The FutbolLab article proposes 5 key tools; Here I develop them with a real implementation approach:

1) Club methodology

• “Manual of principles” + “task library” + progressions by stage.

• Session checklist (objective, task, feedback, transfer).

• Monthly audits.

2) Training of youth coaches

• Internal annual plan (model + methodology + analysis + communication).

• Observations and mentoring.

• Evaluation with a rubric (like a coach's PDI).

3) Technology implementation

• Video: clips by role and principle.

• GPS / charging: availability and prevention.

• Database: player history and decisions with evidence.

4) Psychological monitoring and coaching

• Habit programs: concentration, pre-match routine, error management.

• Intervention in stress/anxiety/frustration.

• Leadership by roles (captains, references).

5) Responsible intermediation program

• Internal policy on relations with agents.

• Education for families and players (reality of the process).

• Protection of the player against “accelerations” and external pressures