By Esther Egbe
Nigeria – A member Board of Trustees, Nigerian Youth Football Association (NYFA), Monday Nas Ozoya, has stated that Football is more than just a game in Nigeria; it’s a vital part of the cultural fabric and a potential economic powerhouse.
He added that the sustainability of Nigeria’s current football business model raises serious questions.
According to him, while talking to ProwlingEagles Sports, predominantly reliant on funding from individual owners and state governments, coupled with often opaque management structures and variable levels of accountability and transparency, the model needs to be revised with challenges that may hinder long-term growth and success.
Ozoya explained that relying on individual owners and state governments for financial support is a double-edged sword.
“On one hand, it ensures that clubs have the necessary resources to operate. On the other hand, it ties their fortunes too closely to the financial health and whims of a few, making them vulnerable to economic downturns or changes in political leadership. This funding model can lead to instability, as clubs may need help with financial difficulties if their patrons withdraw support or if governmental priorities shift”, he said.
Ozoya revealed that many Nigerian football clubs need more professional management structures that align with global best practices. “Instead of strategic business units operating under a coherent corporate strategy, club management often revolves around the dictates of a few influential individuals. This can stifle innovation, deter professional management talent, and create a breeding ground for mismanagement”.
The FIFA guardian safeguarding platinum also said that a significant hurdle in sustainability is the need for more transparency and accountability in club management.
According to him, “financial dealings are often kept private, and decision-making criteria can be murky. This lack of openness alienates potential investors and fans who might otherwise be more willing to spend money supporting their teams”.
Nas further explained “clubs must explore alternative revenue streams such as merchandising, digital platforms, and more robust ticket sales strategies. Engaging a broader sponsorship base and creating partnerships with the private sector could reduce dependency on unreliable funding sources. Adopting corporate management practices is crucial. This involves setting up a structured management team with defined roles and responsibilities, investing in staff training, and employing data-driven strategies for marketing, player development, and fan engagement”.
The UK Coordinator and General Grassroots Councillor also stated “Football clubs must prioritise transparency to attract investment and maintain public trust. This could be achieved through regular publication of financial reports, independent audits, and open communication channels with stakeholders.Strengthening regulatory bodies’ role in overseeing football operations can ensure adherence to best practices in governance, financial management, and ethical conduct”.
He concluded, “Nigeria’s current football business model has sustained the sport, it needs to be optimally structured for long-term sustainability. Nigerian football can build a more resilient and prosperous future by embracing diversification of funding, professionalising management, improving transparency, and enhancing regulatory oversight. As stakeholders contemplate these reforms, the goal should be to create a self-sustaining model that leverages Nigeria’s passion for football into a viable economic engine that benefits all participants.The potential for Nigerian football is undeniable. By reforming its business model, the nation can ensure that football remains a beloved pastime and becomes a cornerstone of economic and community development”.
Monday Nas Ozoya, holds Msc in Sports Business Management, MCIMSPA, FIFA Guardian Safeguarding Platinum, BILD Positive Behaviour Support Coach
Director, UK Coordinator and General Grassroots Councillor – African Coaches Connect (ACC)
