Itbecame clear the manager was able to withstand defeat by Grimsby. He weathered a decisive continental showpiece versus a particularly poor Spurs sides in living memory. He withstood losing at home to West Ham and Wolves, finishing 15th, the tactical inflexibility, laying waste to some of the club’s best academy products, a poor winning percentage, calling the squad the poorest in Manchester United history. Yet, there existed one adversary against whom Ruben Amorim would not be allowed to engage. You come at Jason Wilcox, and you best not miss.
Unfortunately, like many a top-flight right-back in Blackburn’s title-winning campaign, Amorim came at the executive and appears to have failed. The most distracted of readers can see the irony here: a coach who often railed at his players for losing individual battles succumbing when confronted by the white heat and animal charisma of one of England's top division's most feared football executives.
In truth, this whole bruising episode appears to portray Jason Wilcox in a whole new light. It may have been tempting, based on his nine months in a similar role with the Saints, to view Jason Wilcox as little more than a drudge within the club's structure: a man whose appointment was due as much to his friendship with ex-colleague a fellow executive as any demonstrable skill. How wrong we all were. In brilliantly outsmarting the club's celebrated manager, just as he bested the hapless Dan Ashworth earlier, Jason Wilcox has demonstrated to be among the sport’s true generals: a strategic mind of which the club's mid-table rivals will now be rightly wary.
For example, this was Jason Wilcox , after having been part of the leadership that appointed the 3-4-3 fundamentalist the coach originally, was instrumental in attempting to convince him to ditch his favored 3-4-3. Naturally, these pleas met a certain resistance. However, these judgements carry more weight when issued from the mouth of a man the impeccable soccer background he possesses, holder of international appearances and a role in a title-winning side decades past.
Perhaps in time Jason Wilcox might agree to outline his reasoning publicly. Perhaps at some point he might be asked regarding why the coach is walking away with a full payout, with no penalty clause activated. But Jason Wilcox speaks rarely in public, and with very good reason. The true intellectuals in football – individuals such as him – function on a plane beyond our own mundane comprehension. If he ever did speak, probably we would perceive would be ultrasonic blips and four-dimensional whirring. Wanting is not quite equivalent to being prepared to comprehend it.
But of course, in training our focus on Jason Wilcox we are obscuring the true genius behind the club's current leadership. Jason Wilcox is, after all, merely executing the directives of his ultimate line manager Sir Jim Ratcliffe, who in private has emphasized his preference for a four-man defense. According to reports, the owner has also proposed deploying the forward as a right wing-back. The owner is eager for United to adopt analytics and metrics. According to ESPN, in an executive meeting soon after his minority ownership, he declared that the team's approach to football “will be decided in this room”.
Ultimately, Sir Jim is an expert in this technical football matters, leveraging his previous experience in petrochemicals and yachting. Above all he remains immensely wealthy, and it is known, the wealthy are the best of us: more perceptive, more wise, more tactically astute, fundamentally superior. Whom else could one trust to manage a strategic plan of austerity, the building of a modern arena that appears a lot like an abstract design, the signing of Benjamin Sesko?
This is a trend that is becoming prevalent at the elite levels of the game. Historically, teams mistakenly delegated big footballing decisions to subordinate staff such as coaches, scouts – players themselves. Perhaps it was once feasible for an up-and-coming, innovative manager with a philosophy and drive to go into an organization and implement their plan supported to fruition. But how many companies have such individuals set up? How many mass redundancies have they overseen? Better by far to invest the real power where it belongs: the leadership tier, the open-necked shirt brigade, the individuals with impressive professional resumes. It is wiser to determine the tactics by the directors and hire a coach who can tailor their offering to suit. If coaches were formerly chefs, they are now more like Deliveroo drivers: not really creating the food, but still ultimately answerable if it arrives cold or fails of the box.
Nowadays, their job has become less about defining the vision and more about selling it: the receptionist on the front desk, the visible figurehead for a club they can do little to change. Enzo Maresca leads a team of very young players into Europe and wins two medium-sized trophies, and essentially gets sacked for talking. Wilfried Nancy sees his standing damaged whereas the people who appointed him continue to make errors another day.
And possibly on some microcosmic level this is simply neoliberalism in action: the rise of a privileged overclass who can never be wrong, whose choices are always sacrosanct, whose errors can always be resolved by sacking without explanation. Hire the 3-4-3 coach and then fire them for using too much 3-4-3. Bring in the project manager and later bin them for requiring too long. And most importantly show gratitude; for your modest season ticket price rises, for your new summer signings, for the reality that the adults – however well qualified – are in charge.
A tech journalist with over a decade of experience covering digital innovations and consumer electronics across the UK.