Levy did surround himself with people with "football dna" arnesen, comoli, pleat, baldini, paratici, mitchel...
Some people seem to think he plays fifa or fm and picks players from that.
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Daniel Levy - Chairman
- Thread starter Howard Webb
- Start date
Levy did surround himself with people with "football dna" arnesen, comoli, pleat, baldini, paratici, mitchel...
Some people seem to think he plays fifa or fm and picks players from that.
He did mess up moving away from the DoF model in order to keep Poch happy. He should've stuck to what he believed in whether that meant losing Poch earlier or not.
Bishop
John Lacy
Eh? David Dein, Martin Edwards etc etc plus a plethora on the continent I'm not going to name.
Bishop
John Lacy
No people think he has no natural knack or real understanding of football as demonstrated by various bad decisions he has made over the last 20 years. That's why he gets criticised.
He did it with redknapp aswell. If a manager is making progress he gave them more free reign.
David Dein was a sugar trader before buying in to Arsenal - what made him a football man?
Same with Edwards, non football background before getting in to United
Yes. Fans think they have a better understanding of football than someone who has worked in the industry for 30 years. Because they watched it on tv. Makes sense.
Bishop
John Lacy
Football man in that they understood the game and made good and positive football decisions. A football man doesn't mean they were a former player, it's that their decisions are imbued with sound football logic.
ricky2tricky4city
Steffen Freund
But I don't know....it was going quite well
Bishop
John Lacy
The evidence of his poor decisions are clear to see.
Your argument is the same logic that suggests no manager can be criticised by a fan. I hope in that case you have never criticised any previous manager of ours at any point.
ricky2tricky4city
Steffen Freund
Two men that had generational managers. Yes, they probably made a good decision to hire them as managers but what those managers achieved probably make many other decisions 'look' right.
And that's the rub. If you win trophies everything is pretty much alright.
There are plenty of 'football men' without trophies, as many as there are of those apparently without that 'dna'.
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What's that got to do with the list of names from Emirates Marketing Project?
Criticise all you want but he took over a club that was lower midtable and got them cl regulars on a zero net spend on players. While building probably the best stadium and training ground in football.
Yes he didn't win the trophies we all want (including him). But to make out he doesn't know what he's doing is a joke.
Muttley
Noé Pamarot
Yeah, but I don't think that anybody has said that.
What has been said by people like myself is that he could have skinned the cat differently, leveraging his considerable strengths but covering his weaknesses on the football ops side. As a CEO he was operating in some of the wrong boxes for a long time and we suffered because of it.
You have to admit, this is very different from saying that he doesn't know what he's doing. He wouldn't be the first CEO to fall into this trap either.
I always say this, but Daniel is one of us. He bleeds Spurs and craves trophies. He is not infallible as a leader though.
Bedfordspurs
Mark Falco
We don’t know exactly where and how he operated though
We just make assumptions up based on tilted and tit bits of information
Not saying he's infalable. I want new owners. I'd love it if he'd have gone for some players rather than others. Or managers over others. But he has improved us. In a sustainable model. Over the time he's been in charge. Which not many ceos can say in football.
Grays_1890
Chris Jones
And to do that and operate in that circle for so long (much to the praise from his peers) he must know abit about the game
Muttley
Noé Pamarot
Out of interest, why do you want new owners?
What is very clear in my mind, Levy has ridden this football money train brilliantly. His own wealth has transformed his £30m into a £1b based on our Sky subscriptions, season tickets, merchandise etc. There were huge periods of our club's history where that wasn't possible for a chairman.
The quid pro quo is that whilst Levy gets rich, we get the ultimate prize.....trophies. Daniel sits on both sides of that fence as he wants them as badly as we do.
I actually don't want him gone, but do want him upstairs rather than on the shop floor.
braineclipse
Steve Sedgley
This may just be a continuation of a conversation that's been going in circles for a while now...
But what kind of decisions do you see as him operating in the wrong boxes?
For me he's trusted the wrong people on the footballing side of things at times, and at times over time. And he's pretty much been the one hiring those people and choosing who to trust so that's on him. But also understandable, DoF and similar type appointments are, like managers, usually a bit hit and miss.
He has also been responsible for quite a lot of our negotiations, not sure if that's the wrong box or not, but certainly times when he could have acted quicker and more decisively. At some cost I'm quite sure, not sure how to weigh those up against each other.
Muttley
Noé Pamarot
Yeah, you're in the right zone on most there.
The way I simply put it is by asking myself how far are we from being "optimal" on the football operations side. It's not just a football question but also a commercial question. There have been so many times the 25 years where the answer isn't favourable at all. I would state though that no club is ever "optimal". It's just about how close you can get to optimal. We've been a country mile away at times. We've had so may costly players that have had no positive impact to the 1st team. We've had an unproductive burn of capital and operating expenses on the football side for a very long time. Then as you add, poor appointments perpetuate that vicious circle we get ourselves. I noticed earlier you had some mindshare with me on the quality over quantity argument. There's another.
This is mostly all on Levy's watch as operations oversight.