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Transpired Ruben Amorim could survive a loss to lower-league opposition. Survive an important continental showpiece versus a particularly poor Spurs sides in living memory. He withstood home defeats against West Ham and Wolves, finishing 15th, an unwavering system, squandering some of the club’s most promising academy products, the 32% win rate, labeling his team the worst in Manchester United history. Yet, there existed one adversary with whom the Portuguese coach would not be allowed to dance. You come at the sporting director, and you best not miss.

Regrettably, similar to numerous top-flight right-back in Blackburn’s title-winning 1994-95 season, the coach came at the executive and seems to have missed. The most casual observer will notice the irony here: a coach who often railed at his players for losing one-on-one duels succumbing in the face of the intense pressure and animal charisma of one of England's top division's most feared football executives.

In truth, this whole bruising episode seems to paint Jason Wilcox in a whole new light. Perhaps it might have been tempting, given his nine months of experience with the Saints, to view Jason Wilcox as merely a drudge within the club's structure: a man whose appointment was due largely to his friendship with his former boss Omar Berrada rather than any demonstrable skill. How wrong everyone was. By masterfully outmanoeuvring United’s feted head coach, as he outmanoeuvred the hapless Dan Ashworth before him, Jason Wilcox has demonstrated as one of football's true generals: a strategic mind of which the club's mid-table rivals will now be justifiably concerned.

A Tactical Conflict Over Formation & Philosophy

For example, it was Jason Wilcox who being involved in the leadership that hired the rigid 3-4-3 advocate the coach in the first place, was instrumental in attempting to convince Amorim to ditch his beloved 3-4-3. Naturally, these pleas met a certain resistance. But perhaps such directives carry more weight when delivered from the mouth of a man the impeccable soccer background he possesses, a veteran of three England caps and a role in a championship team decades past.

Perhaps in time Jason Wilcox may be persuaded to outline his thought processes to the rest of us. Maybe one day questions may arise regarding why the coach is departing with a full payout, without any penalty clause in place. But Jason Wilcox speaks rarely publicly, and with very good reason. The real thinkers of this sport – individuals such as Jason Wilcox – simply operate at a level exceeding our mundane comprehension. Were he to speak, probably we would perceive would be ultrasonic blips and four-dimensional whirring. Desiring an explanation is not quite equivalent to being prepared to comprehend it.

The Ultimate Power In the Throne

Naturally, by focusing our attention on the sporting director we are obscuring the true genius behind the club's current leadership. The director is, in reality, merely executing the commands of his ultimate superior the billionaire owner, who in private has emphasized his desire for a back four. It is reported, Ratcliffe has also suggested playing Bryan Mbeumo as a right wing-back. Ratcliffe is keen for United to embrace data science and metrics. Per reports, during a leadership summit soon after his investment, he announced that United’s style to football “will be decided by this group”.

Ultimately, Ratcliffe is an expert in these intricate footballing stuff, drawing from his previous experience in industry and yachting. Above all he is immensely wealthy, and as we all know, the wealthy are the best of us: more perceptive, sagacious, strategically brilliant, fundamentally superior. Whom else could one trust to oversee an enlightened programme of austerity, the building of a new stadium that looks similar to an abstract design, the acquisition of a new striker?

The New Soccer Hierarchy: Executives Above Coaches

This is a trend that is becoming prevalent in top-tier football. Historically, clubs foolishly entrusted big footballing decisions to low-level employees such as coaches, scouts – even footballers. Perhaps it was once possible for a young, innovative manager with ideas and drive to join a club and implement their plan supported to fruition. But how many businesses have these guys set up? What number of mass redundancies have they overseen? Far preferable to place the real power where it rightly belongs: the executive class, the casually dressed executives, the individuals with the jaw-dropping professional resumes. It is wiser to determine the strategy by the directors and appoint a coach who will adapt their methods to suit. If managers were once chefs, they are now more akin to Deliveroo drivers: not really creating the food, yet finally accountable if it arrives cold or leaks out to meet standards.

In the meantime, a coach's role is increasingly not about crafting the philosophy and more about marketing it: the receptionist of the operation, the public face of an organisation they can do little to influence. Enzo Maresca takes a squad of literal children into the Champions League and secures domestic cups, and essentially gets sacked for speaking out. Wilfried Nancy sees his reputation ruined whereas those individuals who appointed him live to blunder another day.

The Neoliberal Football: Responsibility Only for the Few

And possibly in a small way this represents neoliberalism at work: the elevation of a gilded overclass who are infallible, whose choices remain sacrosanct, whose errors can always be resolved by sacking without explanation. Appoint the system coach only to dismiss him for playing excessively 3-4-3. Bring in the project manager and then bin them for requiring excessive time. And above all be grateful; for the incremental season ticket price rises, for your new player acquisitions, for the fact that the grownups – regardless of their expertise – are in charge.