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Itranspired he could survive a loss to Grimsby. Survive a decisive European final against one of the worst Tottenham teams in living memory. He could survive home defeats against West Ham and Wolves, a lowly league position, an unwavering system, laying waste to some of the club’s best homegrown talent, a poor winning percentage, labeling the squad the worst in Manchester United history. Yet, there existed a single opponent with whom the Portuguese coach was not permitted to dance. You come at the sporting director, you had better succeed.

Regrettably, similar to numerous Premiership defender in Blackburn’s title-winning 1994-95 season, Amorim took on Jason Wilcox and seems to have failed. Even the most distracted of readers will notice the irony here: a coach who often railed at his players for losing individual battles crumbling in the face of the white heat and formidable presence of a England's top division's most intimidating sporting directors.

And frankly, this whole bruising episode appears to portray the director in a different perspective. Perhaps it might have been easy, based on his nine months in a similar role with the Saints, to regard him as little more than a functionary within the club's structure: a man who owed his position largely to his close relationship with his former boss a fellow executive rather than any verifiable talent. How wrong everyone was. In brilliantly outsmarting United’s feted manager, just as he bested the hapless Dan Ashworth earlier, Jason Wilcox has proved himself to be among the sport’s strategic masterminds: a strategic mind of which United’s mid-table rivals will now be justifiably concerned.

The Tactical Clash Over Formation and Philosophy

For example, it was the director who being involved in the hierarchy that hired the 3-4-3 fundamentalist Amorim originally, played a key role in attempting to convince him to ditch his favored formation. Naturally, these entreaties were resisted. But perhaps these judgements carry more weight when issued by a man of a man the unimpeachable football pedigree he possesses, a veteran of three England caps and a contributor to a title-winning side decades past.

Perhaps in time he may be persuaded to outline his reasoning publicly. Maybe one day questions may arise regarding why the coach is departing with a full payout, with no compensation reduction clause in place. But Jason Wilcox speaks rarely in public, and with very good reason. The real thinkers in football – men like Jason Wilcox – simply operate on a plane exceeding our mundane comprehension. If he ever did speak, probably we would perceive would be ultrasonic blips and four-dimensional whirring. Desiring an explanation is not equivalent to being prepared to comprehend it.

An Supreme Power Behind Command

Naturally, by focusing our attention on the sporting director we overlook the true genius behind the modern United throne. Jason Wilcox is, after all, simply carrying out the directives of his superior the billionaire owner, who in private has made very clear his desire for a back four. It is reported, the owner has also suggested deploying the forward in a wing-back role. The owner is eager for the club to adopt analytics and analytics. Per reports, in an executive meeting early in his minority ownership, he declared that United’s style of play “will be determined in this room”.

After all, Sir Jim is an expert in these intricate football matters, drawing from his previous experience in industry and sailing. Most importantly he is immensely wealthy, and as we all know, the wealthy are superior: more perceptive, more wise, strategically brilliant, fundamentally better. Who else could one trust to oversee an enlightened programme of austerity, the building of a modern arena that looks a lot like an abstract design, the acquisition of Benjamin Sesko?

A Modern Soccer Hierarchy: Executives Above Coaches

This is a trend that is becoming prevalent at the elite levels of the game. For decades, clubs foolishly delegated major sporting choices to low-level employees like managers, talent spotters – even footballers. Maybe previously possible for a young, visionary coach with a philosophy and drive to join an organization and implement their plan supported to fruition. But how many companies have these guys established? What number of large-scale layoffs have they managed? Far preferable to place the real power where it rightly belongs: the executive class, the casually dressed executives, the guys with impressive professional resumes. Better by far to determine the tactics by the directors and hire a coach who can tailor their offering to suit. If managers were once chefs, they have become more akin to delivery personnel: not creating the food, but still finally accountable should it be delivered cold or fails of the box.

Nowadays, a coach's role has become less about crafting the philosophy and more about selling it: the receptionist of the operation, the visible figurehead of an organisation they have minimal power to change. Enzo Maresca takes a squad of literal children into Europe and wins two medium-sized trophies, and effectively gets sacked for speaking out. Wilfried Nancy finds his reputation ruined while those individuals who appointed him live to blunder indefinitely.

The Neoliberal Game: Accountability for the Few

And possibly on some microcosmic level this represents corporate governance in action: the elevation of a privileged elite who are infallible, whose decisions are always untouchable, whose mistakes can always be resolved by sacking without justification. Hire the system coach only to dismiss them for using too much that system. Bring in the process guy and later bin him for taking too long. And most importantly show gratitude; for the incremental increases in ticket costs, for your new summer signings, for the reality that the adults – regardless of their expertise – are in charge.