Chapter 9 – The Business Genius

Chapter 9 – The Business Genius

"This is the political center of English football!"

Standing before a six-story office building in Soho Square, central London, Yang Cheng couldn't help but sigh with emotion.

He had heard countless stories about this place.

Among the most infamous—especially among fans—was the love triangle that would unfold in early 2004 involving FA Chief Executive Mark Palios, England national team manager Sven-Göran Eriksson, and FA secretary Faria Alam.

The scandal, dubbed "Zippergate," would not only bring down Palios but almost cost Eriksson his job as well.

It would also utterly tarnish the FA's reputation.

In his past life, Yang Cheng had once heard FA employees joke about the name Flirters Anonymous—a satirical play on the FA's acronym.

Because of that, he also remembered another name: Adam Crozier.

In private conversations, Yang Cheng had heard Crozier mentioned many times. Opinions about him varied, but one thing was unanimous: he was a business genius.

In 1990, at just 26, Crozier became managing director of advertising giant Saatchi & Saatchi. By 30, he was one of the firm's joint CEOs.

At 36, he left the ad world and took over as CEO of the FA—the youngest in the organization's history.

As soon as he took office, Crozier shocked the entire country.

He announced the relocation of the FA headquarters from remote Lancaster Gate to the high-rent heart of central London.

For decades, the FA had been viewed as an outdated, stodgy institution run by bald old men in dusty suits.

To shatter that image, Crozier didn't just move HQ—he also launched a full-blown internal overhaul.

Within two years, he had lowered the average age of the FA's 250 employees from 51 to 32, and increased the female workforce from less than 10% to 60%.

And he didn't stop there.

Crozier pushed aggressive reforms at every level:

He hired top manager Sven-Göran Eriksson.He streamlined the FA executive board from a bloated structure down to 12 members.He established a formal coaching and licensing system for English managers.He introduced the club financial assessment model used by the German FA.

In just two years, Adam Crozier completely revolutionized the ancient FA.

Under his leadership, FA revenue soared from £20 million to £120 million, like a rocket launch.

But then—he hit a wall.

With the backing of FA chairman Geoff Thompson, Crozier aimed to bring Premier League governance and finances under FA control.

As a test balloon, the FA planned to sign a £5 million image rights deal with sponsors for England players.

If successful, the money would be split among the players, with only operational fees retained by the FA.

Naturally, the Premier League and its club bosses were furious.

If the FA claimed control of image rights, would those even belong to clubs anymore?

In retaliation, led by former Chelsea chairman Ken Bates—with silent backing from giants like Manchester United and Arsenal—the Premier League proposed creating a Professional Game Board to strip the FA of its control over the Premier League and domestic cups.

The two sides went to war.

In late 2002, Thompson turned on Crozier.

Backstabbed, Crozier was forced to resign.

In July 2003, Mark Palios took over as FA CEO.

Thus ended Crozier's bold, two-year-long campaign to reform English football.

But whether it was relocating HQ, reforming internal management, boosting revenue, or establishing coaching systems, Crozier's changes left a permanent mark on English football.

Yang Cheng had never met Adam Crozier.

After leaving the FA, Crozier never returned to football.

But Yang had long admired the man whose name was often criticized publicly but praised in private.

Some even joked that without Crozier's reforms—especially bringing in more female staff—the infamous love triangle and the Flirters Anonymous nickname never would've happened.

After the FA, Crozier turned around the struggling Royal Mail.

Later, he served as CEO of ITV and BT TV, achieving stunning results wherever he went.

A true business genius.

…

When Yang Cheng entered the FA headquarters, Dinamo Zagreb CEO Damir Vrbanović was already waiting.

With him, along with young Luka Modrić, was none other than Zvonimir Boban, a legendary Croatian midfielder.

Yang walked in to see Modrić standing stiffly by his idol's side.

Boban, meanwhile, was chatting and laughing with FA chairman Geoff Thompson, CEO Mark Palios, and national team manager Eriksson—a testament to his influence.

"Sorry, got held up for a moment," Yang said with a polite smile.

Both Boban and the FA executives were visibly surprised by Yang's youth.

But with Vrbanović's introduction, they maintained courtesy—at least on the surface.

Then Eriksson dropped a line that stunned everyone in the room.

"I came here today not just to see my old friend Zvonimir, but also to meet the guy who's trying to poach my staff."

He said it with a smile, lighthearted and slightly teasing.

"What's this about?" Geoff Thompson quickly asked.

The England national team was his top priority.

"Brian Kidd told me that a League Two club recently approached him, offering £300,000 a year to bring him in as coach," Eriksson said, looking straight at Yang and laughing.

"£300,000?" Palios was shocked.

His own salary was only £450,000.

And Yang Cheng, owner of a third-tier club, had offered Brian Kidd that much?

That was far more than what the national team could pay.

Modrić, still a young lad, was stunned. On top of that, he felt both excitement and worry.

Excitement—because he knew Brian Kidd's name. The most prestigious assistant coach in England, longtime aide to Ferguson, creator of the Class of '92.

If not for his falling out with Fergie, he might've had a share of United's Treble glory.

It showed that Yang's promises were becoming reality.

But worry—because poaching from the national team might provoke serious backlash from the FA leadership.

Even Boban and Vrbanović looked at Yang with unease.

Eriksson might be joking, but was he truly okay with it?

Yang Cheng, however, wasn't nervous or surprised.

He glanced calmly around the room and caught the concerned look Modrić gave him—something that pleased him greatly.

It meant Modrić was starting to identify with Bayswater Chinese FC.

"Sven, you're exaggerating," Yang replied smoothly, completely unbothered by the pressure of being in front of a world-class manager.

"Brian is one of the best coaches in Europe. Back when he was developed by the FA and Manchester United, he visited clubs like Real Madrid, AC Milan, Juventus to study and observe."

"In both player development and his understanding of English football, he's second to none."

Mentioning the FA and their role in Kidd's training earned Yang nods of approval from Thompson and Palios.

"To be honest, I never thought I could get him. But now that he's left Elland Road, I figured I'd invite him to our club—not as head coach, but as a consultant to help us improve our training and tactics."

In December 1998, right before United's Treble, Kidd left Fergie.

Besides an offer to manage Blackburn, his conflict with Ferguson had escalated.

He lasted only a year at Blackburn and was sacked in November 1999.

That's when he realized—he wasn't cut out to be a head coach.

So in January 2000, he became assistant to David O'Leary at Leeds United, helping them reach the Champions League semifinals—the club's greatest ever success.

But late last year, O'Leary was sacked amid Leeds' financial collapse.

In January this year, McClaren left the national team to coach Middlesbrough.

Kidd, with backing from Beckham and other Class of '92 stars, joined the England national team.

For the first half of this year, Kidd had been working both for England and Leeds.

That was common in Europe—part-time national team roles due to few fixtures and low pay.

(Except in a certain other country...)

"Sven, you don't need to worry. If Brian does work with us, he'll still prioritize the national team, and we'll fully cooperate."

Yang's reassurance left Eriksson with no argument.

Then Yang lightly praised Thompson and Palios, which pleased both FA leaders.

Yang was now confident: even if Brian Kidd joined Bayswater Chinese FC, it wouldn't spark conflict.

As for Eriksson…

Come on, who really believed he wasn't managing England for the massive paycheck?

As the conversation continued, Boban and others started to see Yang differently.

Despite his youth, Yang could talk football on and off the pitch with ease.

He was articulate, witty, and carried himself with confidence.

Vrbanović, who had already been impressed during their earlier meetings, was now even more convinced.

Meanwhile, everyone—from the FA executives to Boban—noticed that Yang Cheng didn't seem the least bit concerned about the upcoming hearing.

This was the first time the UK Home Office would hold a hearing for a footballer.

If successful, Luka Modrić would become the first ever player to enter English football through the Exceptional Talent Clause.

Just thinking about it made Boban and Vrbanović nervous.

Even the FA was treading cautiously.

But Yang Cheng?

Calm. Confident.

And because of that, those around him began to see him in a whole new light.

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