The Barcelonan Fernando Carro is CEO of Bayer Leverkusen since July 2018. His club won the Bundesliga with a budget of 250 million euros, three times less than Bavaria (€744 M). Industrial engineer, he managed Arvato, a service company, a subsidiary of Berteslmann with almost 70,000 employees and a turnover of 4,000 million. In an interview with EFE, he outlined the roadmap for Bayer Leverkusen and says what the selection process was for hiring her fashion coach, Xabi Alonso.
Sports results usually come from proper management of resources. Have you ever dreamed of being on this stage?
The truth is yes, although we know it is very complicated. When I arrived I said that Bayer Leverkusen should be in the group of teams competing for titles, in the top-16 in Europe and in the top-4 in Germany. I always thought that history owed a Bundesliga to Bayer Leverkusen and it finally came true. And, as you say, it is the result of years of work in areas such as organization, planning, professionalization, optimization of resources…
Q: You chose Xabi Alonso. A young and inexperienced coach in elite football. Why did you choose your profile? Did you see conditions similar to Pep Guardiola’s when you started?
A: The decision of the arrival of xabi we take it in between Werner Wenningthe shareholder representative, Simon Rolfes, our general sports director, and me. When selecting a coach, we follow the same process as the players. There is a ‘scouting’ phase, where the market and the options it offers are studied. From there is born a list of people who can fit the profile and then we move to a closer stage of knowledge. SA xabi We followed him before signing him, but we finally brought him on board last season. As a player he is a great legend and as a coach we see in him great leadership skills, the ability to manage a dressing room… and, of course, a clear idea of the team and the football that wants he. I don’t like comparisons, but Xabi and Bayer Leverkusen We have made history.
Q: In economic terms and for the general public, what does Bayer Leverkusen’s victory over Bayern Munich mean?
A: The main effect is sports. He Bayer Leverkusen It put itself at the top of the Bundesliga, something we had never achieved before. Furthermore, breaking the hegemony of Bayern Munich, which has 11 titles in a row. I think, for the fan and for the competition it is more interesting that the outcome is not taken early, that there is competition. The how also influences this effect in sports. The team’s performance was impressive, not only because of the numbers, but also because of the style of play and what it sent. On the other hand, sports success has an impact on television rights and, of course, implies qualification for Champions League, which is also very relevant. And then there’s the impact in other areas like social (we went from 25,000 to over 50,000 members and we have a waiting list of subscribers), marketing and merchandising (for example, more t-shirts sold than before; in fact they are sold out), communication (we are now the third club in Germany in social networks), internationalization, etc. It has an impact in many ways, but the main one is the sport, the lifting of the ‘Schale’.
Q: What does it mean to work at a club that belongs to a pharmaceutical multinational like Bayer? What can you transfer from the financial world of that sector to football?
A: The most important thing is that the entity’s management and its resources are professional, coherent and controlled, with a clear strategy and leadership. There are many similarities to running an ordinary company, with the added emotional component that football gives it.
Q: Can you summarize the reasons for this historic achievement in three keys?
A: It is impossible to summarize it in three keys, because there are many factors involved. The leadership, the professionalism, the coaching staff, the squad we put together, the cooperation of each club… There are many relevant and important elements to explain this success.
Q:Long live Spain!’ the public sang last Sunday in celebration of the title. What did the club owners say to you after the fans filled the pitch?
A: An unforgettable moment. Euphoria and joy obviously flooded the entire field, from top to bottom. All hugs, greetings and intense emotions. Being a part of history is not something you achieve every day.
Q: What forecasts can grow the club next year as it enters the Champions League and with extraordinary income from raising the profile of the club?
A: Our goal is to stay in that group that resists playing metal. It is impossible to always win, but we must aim to be competitive and ambitious. We will continue to work the way we do, always with a head and allocating the resources we can allocate, without going crazy, but without giving up anything.
Q: Wirtz is the emerging player of the moment. Will you try to ensure its continuation? On the other hand, by the time a star like Havertz comes out and the club is back together and can win three titles at the end of the season. Have you noticed that the average fan appreciates sports management?
A: Wirtz has a contract with us and we are counting on him for next season. Undoubtedly, we know that there is or will be interest from many clubs, but he sees in Bayer Leverkusen the perfect place to continue development, as it has done so well so far. In general, in sports management we try to apply the principle of balance. Allocate resources that we can allocate without doing crazy things, but always with the idea of maintaining the basis of what works and strengthening the aspects where we see an opportunity for improvement or growth. I think the fan appreciates the responsible management that the club carries out, without ceasing to be ambitious for that reason.
Q: Xabi Alonso. He wants to renew immediately. Are you grateful, I think, for the club’s commitment and your personal drive to sign from the Real Sociedad reserve team?
A: The relationship with xabi it is wonderful. It’s a perfectly balanced, win-win situation. He gave us and gives a lot, and we give him the environment and resources he needs. The basis is the good understanding and constant communication that we have.
Q: The Bundesliga staff cost ratio is 60%, 73 in Spain and 80 in England, 80 in Italy and 84 in France according to LaLiga data. Why did Germany lead this governance ranking?
A: In Germany there is no written rule of economic control, but the mentality and way of doing things is generally different from other countries. Rarely has a club decided to go into debt in favor of a sporting project. There is a very rational, responsible and measured management of the financial possibilities that exist, and this undoubtedly also involves controlling and measuring the greatest value that football clubs bring, the value of the squad.
Q: Ticket prices in Germany are lower than in Spain. How does the whole stadium help the club?
A: Again, impact cannot be measured by just one factor or element. Tickets in Germany have more affordable prices than in other countries, but filling the stadium has a direct impact on the mood of the team, the pressure on the rival and the issues related to sports. Also in terms of the image transferred abroad, in situ or on television, of the greatness of the club. And, finally, a direct impact on match day activity: catering or merchandising.
Source: La Verdad
I’m Rose Herman and I work as an author for Today Times Live. My expertise lies in writing about sports, a passion of mine that has been with me since childhood. As part of my job, I provide comprehensive coverage on everything from football to tennis to golf.
