The transfer window opens twice a year — in January and June — and when it does the football trading ecosystem kicks into gear. But how does a deal to move a player from one club to another come together and who is involved in that process?
“Nowadays, there are many more parts of the jigsaw puzzle,” Scott Parker, head coach of Championship club Burnley, tells The Athletic.
Parker fills one of seven positions key to a transfer. As well as the buying club’s manager/head coach, there is the all-important player themselves, the scouting and recruitment departments of the team they are going to plus the agent, chief executive, lawyer and medic.
The Athletic spent the 2025 winter window speaking to people experienced in each of these roles to find out how they fit into the anatomy of a transfer.
The player: ‘You’ve got to be so open-minded’
“Generally, you will get a move to where you deserve to be moving to due to your performances on the pitch,” says former Premier League midfielder Ben Watson. “Agents aren’t magicians. They can’t pull a rabbit out of a hat.”
Watson played for Crystal Palace, Watford and Wigan Athletic — for whom he scored the 2013 FA Cup-winning goal against Manchester City — and moved six times during his 19-year career, with three of those transfers happening in January.
“You’ve got to be so open-minded,” he says. “You could be somewhere six months, a year, 10 years, but it doesn’t happen very often you stay at one club forever.
“January is even tougher, because it (a move) can literally be overnight. One day you’re at the club, the next you’re at the other end of the country, signing elsewhere. Whether you want to or you don’t. Sometimes it’s taken out of your hands.”
Managerial, injury or contract issues — or interest from another club — can be catalysts behind a transfer. Watson says: “You could be easily distracted in windows. A little bit of interest but nothing concrete can play with your mind. You’ve heard a rumour of X, Y, and Z (clubs) liking you, but until that club gets in contact to say, ‘We want to do this’, everything is just whispers.”
Long-term planning is a consideration. “It’s a profession that doesn’t last long. By 35, it’s coming to an end and you’re still so young. I’m not saying it’s all about the money — it’s the love of the game — but you’ve got to make the most of it.”
Flexible families are needed. Watson says: “Footballers are selfish in that sense. You might get a call about an amazing chance (at another club) and the first thing is, ‘Yep, I want to go’. That’s before you speak to anyone else, in terms of family. You do what you feel is right for your career, and then discuss everything afterwards.”
Watson, left, was Wigan’s FA Cup final matchwinner in 2013 (Alex Livesey/Getty Images)
So, how does that feel for a player’s partner and loved ones?
Marie-Louise Hudson, wife of former Premier League player Mark, explains: “It’s a ride. It’s a rollercoaster. There’s a lot of sacrifice personally, professionally and emotionally. They (the player) come first and that’s a conversation we’ve only had the last couple of years. It’s a very bitter pill for Mark to swallow… for him to say that his job categorically comes first above everything.”
The Hudson family – left to right Ollie, Kiki, Mark, Leo and Marie-Louise – are used to the upheaval that comes with being involved in football (Mark Hudson)
Hudson had four permanent moves in his career between 2004 and 2014, as well as three loan spells. What are the major implications of a transfer window for a football’s other half?
“Nerves,” she says. “As a wife, you know things other people — media, fans — don’t: struggles, injuries, ups and downs. So you’re almost prepared, unless something suddenly happens and, ‘Surprise!’.
“You have to pick up the pieces, find a house, schools, nursery, another babysitter and the removals people. It’s tying that whole bag up and moving it to somewhere else, and then doing the unpacking.”
The scout: ‘We need to have everything — eyes and data’
“My model is simple, with five steps,” Leonardo Gabbanini, the former Tottenham Hotspur chief scout, says from his home in Florence.
The Italian — previously with Pozzo family-owned clubs Udinese and Watford — worked closely with Ange Postecoglou during the head coach’s first summer at Spurs, in 2023, as they signed Micky van de Ven, Guglielmo Vicario, Destiny Udogie, Pedro Porro and James Maddison.
“My first step is scouting coverage: data, squad planning, priority positions for upcoming markets and preparing all scenarios for the market,” Gabbanini says.
“Second is in-depth scouting analysis, cross-checking targets, benchmarking technical and physical data across other targets and in-house comparisons. Third is the financial attainability of the player, before preparing a video presentation for the head coach or owner — communication and alignment are key before making your selection.
“Fourth is further talks with board members to get confirmation of what is actionable and establish contact with relevant parties: the club, agents and representatives. Fifth is medical checks, including past injuries. Also, a psychologist watches different games: when (the player is) losing, winning, scoring and other situations to see his reaction. Social media checks help understand them, they must be open to improving.
“This is all before the contractual finalisation and helping him settle into the new environment. This is my method.”
Some clubs — such as Brighton & Hove Albion and Brentford — use bespoke algorithms in their data-led approach. But there’s still room for old-school scouting too.
“I favour the hybrid method between eyes and data,” Gabbanini says. “We need to have everything. Why is a 60-year-old scout now too old? I always have one or two senior scouts, because of the incredible amount of players they have seen. Why throw away this experience?
“You all need to meet every week, the data guy must be informed about the scouting department. The data guy must go to see games because of the different speed, situations and perceptions.
“Many sporting directors say, ‘So you think this guy is good? I will put him in the system and I will let you know if you are right or wrong’. No, no, please, no. I don’t agree.”
The head coach/manager: ‘A conversation with the player is key’
“I’ve been involved in this for such a long time now, even players you’re in close contact with or clubs you’re negotiating with, things can change on an hourly basis,” says Parker, the Burnley head coach, who worked in different structures at Fulham, Bournemouth and Club Brugge.
Burnley are chasing Premier League promotion this season under Parker (Richard Sellers/PA Images via Getty Images)
“There’s much more of a process now. The recruitment department scout and bring players to my attention and I have an idea of certain players I like. As a group, we meet up constantly.
“I don’t think there’ll be a player signed I was totally against and, likewise, if scouting and recruitment were against someone I liked, that probably wouldn’t happen either. You need to be on the same line and agreeable. Then it comes down to ownership and whether we can actually get the deal done due to finances and if the player wants to come.”
Parker says he is “data-driven” but it “wouldn’t be the defining factor” in picking a target.
“Being around for 25 years, I can quickly have a broad understanding of the type of player I’m going to be signing,” says Parker, who played for Chelsea, Tottenham and West Ham United and won 18 caps for England before turning to coaching. “It’s crucial you speak to the player, because of the personality and the psych side of things. A 30-minute conversation gives you a good understanding of the type of person coming in, and references are key.”
And what about outgoing transfers?
“I’m very comfortable having real, honest, up-front conversations with players not figuring as much and where it’s best for both sides that we part,” Parker says.
“The harder ones are when a player’s not had a lot of game time, but you as the coach still need him. That’s where the human side also comes into it. Pressures or commitments of an owner who at certain moments may need to make transactions due to that isn’t ideal and at times that’s (selling a player) the last thing you want, but I have a full understanding of that.”
The agent: ‘We’ll fall out with clubs — but not for long’
“January is not the greatest (window) to work in, it’s full of panic and short-term requirements,” says Mark Gottlieb, managing director of talent at General Sports Worldwide, an agency that holds two-year representation contracts with approximately 70 footballers.
On the day he speaks to The Athletic, he is chairing a meeting to discuss the company’s priorities for the transfer window.
Mark Gottlieb and his team during their January meeting (Adam Leventhal/The Athletic)
Agents earn approximately five per cent of a player’s guaranteed earnings, with a greater cut available via commercial deals or when working directly with clubs.
Gottlieb says: “I want a club to call me and say, ‘We’re interested in your client’. Every club has to work out if a player could be available before they would even engage in any discussions formally between clubs.
“We can ring up every club in the world and put a player’s name forward, but if you’re consistently performing above and beyond then the phone rings. Then it is: ‘Which teams are available? Can they get out of the club they’re at? Are they going to be free? Is there a loan? Is it the right manager to take this player to his next stage? Is it the right project?’.”
“If we get that right as a starting point, we would then be able to go into a negotiation with full commitment because we know it’s the right club and the player has effectively given us the nod to say, ‘Yes, I would be interested’.
“We will fall out with clubs on a deal, but we won’t fall out with them long-term. We’ll shake hands and we’ll go again another time.”
Are the negative perceptions of agents in football fair?
“They think we earn too much money and take money out of the game, that we are parasites. The truth is, we’re not,” Gottlieb says. “We are part of the ecosystem and valuable to clubs. We meet clubs all the time and have good relationships. Our job is to assist our clients to hopefully have the best career they can have.
“There are some seriously good agents out there doing it the right way, who have integrity and build trust with their clients. I believe we’re part of that group.”
The CEOs: ‘Few windows go exactly as you planned’
“To do this job, you need to quickly find clarity in changing circumstances,” says Championship club Queens Park Rangers’ chief executive Christian Nourry, who, at 27, is one of the youngest in his role anywhere in the game. “You have to love the idea of fighting as hard as you can for your club to get the best possible deals within the confines of your budget.”
Nourry was previously a managing partner at data-backed American company Retexo, working on club acquisitions and restructuring.
“Aside from a background on the data side of recruitment, my job is to understand what the numbers are behind the deals and add real-world information,” he says. “Often, you are having multiple conversations with clubs at the same time to understand what deals could be financially viable or not.
“If we’re particularly serious about a player, we make an enquiry with an agent or a club to understand what the conditions would be. What does the other club need to do in this window? How does that fit into your deal? Does that have a knock-on effect? Is there something here (at QPR) that could be interesting to them in the context of the deal? You try to gather all the information before submitting a first formal offer.”
Paul Barber, CEO at Premier League side Brighton, says: “Few windows go exactly as you planned, so you have to be flexible and nimble and be prepared to adapt as well.
Barber, centre, has overseen a series of highly successful transfers at Brighton (Shaun Brooks – CameraSport via Getty Images)
“Our model relies on us buying young players from different parts of the world that perhaps other clubs are not looking into in quite the same way. We spend a lot of time and money and effort in coaching those players to Premier League level, and then, when it does come to sell, it’s important we get the right price.
“We’re trying to bring in players before we need them. Because once you’ve sold a player and your pockets are bulging with cash — as people might perceive it — it’s difficult to negotiate on bringing a player in.”
The secret to a successful negotiation? “Having mutual respect. Understand the other club’s, player’s and agent’s position and leave your own coach with enough time in the window to use a backup if you can’t land the target you’d hope for,” Barber says. “It’s about being reasonable, fair, sensible and staying calm, even when the pressure is on.”
The lawyer: ‘I don’t want my client signing a risky contract’
“Whenever I’m helping clubs, agents or players, I try and stay away from the pressure zones — stadiums, training grounds, public or semi-public places,” says Daniel Geey, a leading sports lawyer with legal firm Sheridans, speaking from his London office. “Usually, the hard yards are done in the more inconspicuous places. This (his office) is my safe haven.”
Geey has worked on multiple deals, advising players such as England midfielder Declan Rice during his £105million ($131m at the current exchange rate) switch from West Ham United to Arsenal in the summer of 2023.
Daniel Geey, left, helped Declan Rice with a move that was one of the most expensive in English football history (Daniel Geey)
“On the whole, clubs prepare the contracts and say, ‘Oh, this is standard and there’s nothing to worry about and you can sign on the dotted line’. My role is to counterbalance and explain, ‘This isn’t appropriate’, ‘This needs to be clarified’, or, ‘You haven’t included that’.
“I don’t like to be in pressurised situations, because it means there’s leverage one way or the other. What I’m careful about is not trying to derail a deal. But at the same time, I don’t want my client signing up to an unduly risky contract.”
Premier League player contracts are largely a standard template that can’t be amended, aside from the ‘Schedule 2’ section: “That’s basically all of the payment terms, bonuses, release clauses and everything else weird and wonderful that you can imagine would go into the bespoke nature of that particular deal,” Geey says.
There are two types of add-ons: transfer fee and player contract add-ons.
“For transfer fee add-ons — usually called variable amounts or contingencies — the selling club would want them to be obtainable and easy to do. For example, if selling to Manchester City, you’d hope to have a contingency based on them qualifying for the Champions League each season,” says Geey.
“On the player contract side, what tends to happen at the larger clubs is a guaranteed basic salary plus lots of variable payments. So, for instance, if a player starts a game and their team win, they will be entitled to a win bonus.
“It might be that on a £50million deal, only a fraction is paid upfront within X number of days of the transfer completing. It could then be dependent on variables that the full fixed amount of the transfer fee is paid in two or three instalments.”
The medic: ‘The conclusion of a medical is an anxious time’
“It’s the pinnacle moment,” says Geoff Scott, who spent 20 years as Spurs’ head of medicine and sports science. “At Tottenham, we had a player hotel — with gym and treatment rooms — sealed off, so only the key people involved had access to the building. We had everything we needed to perform the medical on the day.
Geoff Scott was responsible for conducting medicals throughout two decades at Spurs (Adam Leventhal/The Athletic)
“Before breakfast, they had a fasted blood test on arrival before a full medical screening, including eye, hearing and neurological tests. We’d spend about an hour talking to the player, diving into their past and family medical history.
“Then it was the physical examination. We’re sensitive to everything: swelling on a knee, surgical scars that are not defined in the questioning and finding out things they haven’t told us. It’s quite a big day, and if they’re joining a club like Tottenham, it’s attached with a big contract and there’s a lot of pressure on them. So a big part of the medical is finding areas where we can improve the player.
GO DEEPER
What really happens when you undergo a medical for a transfer?
“Next, our nutritionist does body composition: height, weight and basic biometrics. Then it’s an MRI for about three hours to cover all the joints. It’s a part they find quite boring and it’s quite claustrophobic.
“Then back to the training ground for the final part, which generally is cardiology. It looks more exciting than the rest of it, because there are lots of wires and machines connected for an echocardiogram. At Tottenham, we also added a 15-minute exercise stress test, walking on the treadmill uphill, then to maximum heart-rate levels.
“The conclusion of the medical is quite an anxious time: ‘Have I passed? Failed?’. No, it doesn’t work like that. If there’s something obvious, we flag it as something to prevent the signing. But that’s uncommon. We risk-profile it and give information to the hierarchy, so they understand what they’re buying.
“The day typically ends in the early evening with the player coming out of our medical room, with huge celebrations with their family and agents as they sign their contract. That’s the exciting part of the day, as it reaches the conclusion.”
(Top photos: Getty Images; design: Eamonn Dalton)
