FC Bayern represents a rare combination of sporting excellence, history, international recognition and commercial credibility.

What makes a football brand truly global is its ability to create a meaningful emotional relationship with people who may never have visited the city where the club was founded.

A supporter in Greece, the United States or Asia can feel a genuine sense of belonging to Bayern. That connection is extremely powerful.

From a commercial perspective, however, global recognition is only the beginning. The real challenge is to turn that awareness into engagement, relevant experiences, trusted partnerships and sustainable revenue opportunities.

This is where brand strategy becomes essential. An international club must understand that supporters in different markets share an emotional connection to the same institution, but may interact with it in very different ways.

A global sports brand is not defined simply by how many people know its name. Its real power lies in how many people feel that the name means something to them. The phrase "Mia san mia" is known throughout the football world. How does it translate into day-to-day operations, decision-making, and the relationships among the people at the club?

For me, Mia san mia is much more than a slogan. It represents identity, confidence, belonging and a shared understanding of what it means to represent FC Bayern.

In everyday professional life, such a philosophy becomes meaningful through the way people approach their responsibilities, collaborate across departments and understand the expectations associated with the institution.

A strong organizational culture does not mean that everyone always agrees. It means that people have common principles to return to when decisions become difficult.

It also creates a sense of responsibility toward those who came before and those who will come after.

One of the most valuable characteristics of established sports institutions is the ability to preserve knowledge and develop people internally. When employees grow with an organization, its culture becomes something they actively carry forward rather than something written on a wall.

Of course, no organization is perfect. But a clearly defined identity can provide continuity even when individuals, teams or sporting circumstances change.

Culture becomes a competitive advantage when it influences behavior, not just communication. How would you describe Bayern’s current financial situation? Which factor do you consider most essential for evaluating a club’s true strength: revenue, profitability, liquidity, or its resilience during a challenging competitive season?

Based on its published financial results, FC Bayern demonstrates exceptional commercial scale combined with a strong tradition of financial discipline. I see that as an important expression of the reliability often associated with the German business environment. However, financial strength cannot be assessed through a single indicator.

Revenue demonstrates the size of an organization's commercial activity. Profitability shows whether that activity produces a financial surplus. Liquidity determines its ability to meet obligations. Resilience tells us whether the business model can withstand unfavorable circumstances. For me, resilience is the most revealing measure.

A club may generate impressive revenues during a successful season, but the real test comes when sporting results fall below expectations, costs increase or the market becomes more difficult.

A financially strong club should have the flexibility to remain competitive without compromising its long-term stability.

Financial strength is not simply the ability to spend. It is the ability to make ambitious decisions without putting the future of the institution at risk. For the 2024/25 financial year, Bayern reported a turnover of €978.3 million and a net profit of €27.1 million. How do these figures translate into consistent competitive performance on the pitch, and what pressures lie behind this revenue growth? fcbayern.com

These figures illustrate both the extraordinary scale of Bayern's commercial operations and the financial complexity of elite football.

Almost one billion euros in turnover is an impressive achievement, but it is important to understand that revenue and available investment capital are not the same thing.

Modern football involves substantial expenditure on player salaries, transfers, infrastructure, operations and the continued development of the organization.

Revenue growth also creates expectations. Clubs must remain competitive in an international environment where transfer fees, compensation packages and operational costs continue to place pressure on financial planning.

At the same time, the objective of a sports organization should not be to maximize financial profit at the expense of sporting ambition. Financial performance should support the club's ability to compete consistently.

This requires a careful balance between investment and discipline.

The strongest organizations avoid treating each season as an isolated financial cycle. They invest with a longer horizon, ensuring that short-term ambitions do not undermine future opportunities.

The objective is not to build the most expensive team for one season. It is to create the financial conditions to compete at the highest level, year after year. What makes Bayern one of the leading financial powerhouses in football? To what extent do management continuity, commercial strategy, the stadium, and a relationship of trust with the fans contribute to this?

I believe Bayern's financial position reflects the combination of several mutually reinforcing strengths.

First, organizational continuity creates stability. Long-term thinking allows a club to develop commercial relationships, preserve institutional knowledge and make investments with a clear strategic direction.

Second, commercial strategy is about much more than sponsorship revenue. A well-developed partnership portfolio connects the club with companies that contribute market access, innovation, expertise and new business opportunities.

Third, stadium infrastructure is a major strategic asset. Modern venues create opportunities across matchday operations, hospitality, premium experiences and fan engagement.

Finally, there is the relationship with supporters.

A club's fans are not simply customers. They are custodians of its identity. Their trust is one of the most valuable assets a sports institution possesses.

The challenge is to grow commercially without weakening that relationship.

I would add one more factor: people. Organizations that invest in qualified professionals, develop internal talent and maintain clear responsibilities are better positioned to sustain their growth.

The strongest sports businesses build structures that remain effective beyond individual executives, coaches and generations of players. How is a strategic partner selected? Beyond the financial terms, what qualities must a company possess to associate its name with Bayern?

The foundation of a successful strategic partnership is alignment. A company should understand the identity of the sports organization, the expectations of its audience and the business value that a genuine collaboration can create.

Naturally, financial commitment is important. But it should never be the only consideration.

From my professional perspective, I look at the company's strategic objectives, reputation, market position, activation capabilities, decision-making culture and willingness to invest in a long-term relationship.

I also believe that the quality of the people involved matters. Even an excellent commercial concept can fail if the two organizations do not share a collaborative mindset or cannot execute their commitments.

During my consulting work, including assignments connected to important sponsorship decisions for major companies, I had the opportunity to assess partnerships from the corporate side as well.

That experience reinforced the importance of understanding what a company actually needs before proposing what a club wants to sell.

A partnership should not begin with an inventory list. It should begin with a business conversation.

The best partnerships are not transactions between a buyer and a seller. They are strategic relationships in which both organizations create value together. Could the club turn down a highly lucrative sponsorship offer because it does not align with its values? Where does the balance lie between commercial growth and the club’s identity?

In principle, absolutely. The highest financial offer is not automatically the most valuable partnership.

A club's identity, credibility and reputation are strategic assets that have often taken generations to develop. They should be considered in every major commercial decision.

This requires evaluating more than the immediate financial return. A club must also consider brand compatibility, reputational exposure, supporter expectations and the long-term implications of an association.

There is no universal formula, because every opportunity has its own commercial and ethical considerations.

I would not comment on specific internal approval processes or decisions at FC Bayern. But my general view is that commercial growth should strengthen an institution's identity rather than compromise it.

Sometimes the most important commercial decision is not the deal you sign, but the opportunity you decide not to pursue. What do major corporations now look for in a partnership with a top-tier club? How do you demonstrate that their investment is yielding a tangible impact?

Corporate expectations have changed significantly. Major companies increasingly approach sports partnerships with specific business objectives. They may want to strengthen their brand positioning, enter a new market, engage customers, support employee initiatives, develop content or create meaningful connections with particular communities.

Traditional visibility still matters, but it is no longer sufficient on its own. A modern partnership needs a clear strategic rationale, a strong activation concept and measurable outcomes.

That means defining relevant performance indicators from the beginning, rather than attempting to justify the investment after the campaign has ended.

Depending on the partnership, these indicators may include brand perception, qualified leads, customer engagement, content performance, hospitality outcomes or other commercial objectives.

My experience advising on sponsorship decisions has reinforced the importance of looking at both sides of the equation: what the rights holder can deliver and what the corporate partner genuinely needs.

I also believe that clubs must become better at understanding the language of business outside sport.

A sponsorship proposal becomes much more compelling when a club can explain not only what a partner receives, but what business problem the partnership helps solve. 13. -To what extent does financial planning depend on the team’s progress in the Champions League? What safeguards does Bayern have in place to ensure that an early elimination wouldn’t derail its overall strategy?

Progress in the UEFA Champions League can have a meaningful financial impact through competition distributions, matchday revenues and international commercial exposure. At the same time, sporting performance is inherently unpredictable.

A responsible financial strategy must therefore distinguish between revenues that can be planned with reasonable confidence and those that depend on sporting results.

From a broader management perspective, prudent planning involves scenario analysis, maintaining financial flexibility, controlling fixed costs and developing diversified revenue streams.

A club should understand the consequences of different sporting outcomes before the season begins.

I cannot speak about FC Bayern's confidential budgets or specific internal safeguards. Those are matters for the relevant financial leadership.

But the principle I consider essential is straightforward.

Sporting success should accelerate a sustainable business strategy. It should never be the only factor keeping that strategy viable. What do you consider to be the greatest financial challenge facing European clubs in the coming years? Is it possible for revenue to keep growing without placing an ever-increasing burden on fans and players?

One of the greatest challenges will be managing the relationship between commercial growth, rising costs and the long-term sustainability of the sporting product.

Football has become an increasingly sophisticated global industry, but its economic development must not come at the expense of the people who make it valuable.

Supporters cannot simply be viewed as an unlimited source of additional revenue. Likewise, the demands placed on athletes must remain compatible with sporting quality and long-term welfare.

I believe the next stage of commercial growth should focus on creating additional value rather than repeatedly increasing the price of existing products.

International partnerships, digital engagement, hospitality, licensing, better use of data and new business-to-business opportunities all offer potential.

There is also an organizational challenge that receives too little attention: the speed of commercial growth can exceed the capacity of the people and structures responsible for managing it.

When a club expands rapidly but continues operating with an undersized or inadequately equipped management team, bottlenecks inevitably emerge.

Investing in people and organizational capability is therefore not merely an administrative expense. It is a prerequisite for sustainable commercial growth.

The future belongs to clubs that can grow their revenues, their organizational capabilities and the value they deliver to supporters at the same time. My late friend, Franz Beckenbauer, was a truly remarkable figure. Given your inside perspective on Bayern, how do you view the magnitude of his contribution—both to the club and to global football?

Franz Beckenbauer was one of those exceptional personalities whose influence extended far beyond the football pitch. His contribution to FC Bayern, German football and the international development of the sport was extraordinary.

He helped shape not only sporting success, but also the image, ambition and international recognition associated with Bayern.

What makes his legacy particularly remarkable is the way his influence continues to be felt by generations who never had the opportunity to see him play.

For someone working in sports business, that is also an important lesson in the power of sporting personalities to shape an institution's identity.

Players and executives come and go, but certain individuals become inseparable from the history of a club.

Franz Beckenbauer was unquestionably one of them.

Where can one see Beckenbauer’s legacy within Bayern today? Is it in the club’s mentality, its international standing, or the way it treats its people?

I believe his legacy is reflected in several dimensions of Bayern's identity. There is the ambition to compete at the highest international level, the confidence associated with the club's history and the expectation that Bayern should consistently measure itself against the best.

There is also the importance of preserving the connection between generations.

A club becomes an institution when its history remains relevant to the people shaping its future.

In my view, that is one of the greatest achievements of personalities such as Beckenbauer. Their influence becomes part of the organization's collective identity.

At the same time, respecting a legacy does not mean remaining unchanged.

The most meaningful way to honor such figures is to preserve the principles that made the institution strong while continuing to develop it for the next generation.

17. -Did you have the chance to get to know him personally? If so, what memory stands out to you? If not, which story—shared by those within the club—has left the deepest impression on you?

I had the privilege of meeting Franz Beckenbauer briefly when I was a young boy. He was participating in a legends match near Hamburg, and I remember him signing my FC Bayern cap.

It was one of my first experiences of seeing how much attention and admiration a single sporting personality could attract.

I still remember the number of people gathered around him, hoping for an autograph or simply a brief moment of interaction.

As a child, I was fascinated by it.

Looking back today, after building my professional career in sport, I understand that experience very differently.

It was an early illustration of the extraordinary emotional connection that sport can create between an individual and an entire community.

I could never have imagined at that age that I would one day work within the Bayern sporting environment myself.

That memory makes his legacy particularly personal to me.

18. -What is your take on this year’s Champions League, and how far do you think Bayern can go? What factor will determine their performance against stronger opponents?

Bayern's history, squad quality and competitive ambitions naturally place the club among the teams expected to challenge at the highest level.

However, the Champions League has become extremely demanding, and reputation alone does not determine results.

I believe Bayern has the potential to compete deep into the competition, but success against the strongest opponents will depend on several factors.

Tactical discipline, squad availability, efficiency in decisive moments and the ability to maintain performance under pressure will all be essential.

At this level, the difference between progressing and being eliminated can be very small.

One factor I consider particularly important is consistency. Strong teams are capable of producing exceptional individual performances. The very best teams can reproduce their standards when the pressure is greatest.

Ultimately, the Champions League rewards both quality and the ability to manage decisive moments.

How do you evaluate the new format from the perspective of commercial partnerships? Does it generate greater interest and create new opportunities, or does the increased number of matches also impose certain limits?

From a commercial perspective, the expanded Champions League format creates interesting opportunities.

More matches and a wider variety of opponents can generate additional international exposure, more storytelling opportunities and a broader calendar for partnership activation.

For brands operating across several European markets, this can create opportunities to develop more targeted campaigns and engage different audiences throughout the competition.

However, more inventory does not automatically mean more value.

The increased number of fixtures also raises questions about audience attention, player workload and the overall quality of the sporting experience.

From a partnership perspective, clubs and brands need to think carefully about how to use these additional opportunities without overwhelming supporters with repetitive communication.

The objective should be to create relevant moments rather than simply increase the volume of exposure.

Commercial success should be measured by the quality of engagement a competition creates, not only by the number of matches it offers. What is your take on Konstantinos Karetsas and Giannis Konstantelias? Which qualities stand out in each of them, and how far do you think they can go in their careers?

Both players represent something very encouraging for Greek football: the ability to develop technically gifted individuals who can compete in demanding international environments.

Konstantinos Karetsas is a player whose creativity, confidence and technical ability immediately attract attention. He has the kind of instinctive relationship with the ball that makes football enjoyable to watch. He appears to play with a natural sense of freedom, which is particularly valuable in modern football.

Giannis Konstantelias is a player I have followed since his development through the PAOK environment.

What has always impressed me about him is his imagination, close control and ability to find solutions in situations where other players might see very little space.

There is a joy in the way he plays, but also intelligence behind his decisions. That combination is special.

His move to Borussia Dortmund represents an important step in his career. His injury is an unfortunate setback, and the priority now must be a complete recovery and the right support throughout that process.

For both players, the next stage is about consistency, physical development, decision-making and adapting to the expectations of elite European football.

I believe they have the qualities to establish themselves at a very high level, provided their development is managed intelligently.

Their progress also carries a wider message.

Greece does not lack football talent. The challenge is to create the structures that allow talented people to fulfill their potential consistently.  

21. -Given the presence of these two young Greeks in Germany, what does it take for a talented footballer to establish himself in an environment as demanding as Dortmund’s? How important is support off the pitch?

Technical ability is only one part of the equation. At an institution such as Borussia Dortmund, young players must adapt to a demanding sporting environment, intense competition, tactical expectations and constant public attention.

That transition can be particularly challenging when it also involves moving to a different country, learning a new language and adapting to a different culture.

Support outside the pitch is therefore essential. Family, trusted advisers, experienced professionals and a stable personal environment can make an enormous difference.

I would also emphasize the importance of patience, particularly when a young player experiences setbacks or injuries. Development is rarely linear. An injury, a difficult season or a temporary loss of form should not automatically change the long-term assessment of a player's potential. This is something I have also tried to communicate to young people entering the sports industry.

Talent needs opportunity, but it also needs guidance, trust and an environment in which mistakes become part of the learning process.

Talent may open the door. The right environment helps a person build a career on the other side of it. How closely do you follow Greek football, and what is your current assessment of the league and the National Team? Do you see the conditions in place for consistent progress?

I continue to follow Greek football very closely. It remains an important part of my personal identity and professional journey.

I have also had the privilege of representing Greek football in European professional environments, which allowed me to experience how our clubs, our market and our sporting culture are perceived internationally.

I believe Greek football possesses considerable potential.

The domestic league benefits from historic clubs, passionate supporters and strong identities. There is also encouraging individual talent emerging through the development system.

The National Team has the opportunity to build on a generation of technically capable players who are gaining experience in competitive international environments.

However, consistent progress requires more than individual talent or occasional successful results.

It requires continuity, patience, professional structures and a shared understanding of long-term objectives.

One challenge in Greek football is the intensity of the surrounding discussion. We often react very quickly to individual results, and that can create unnecessary pressure on long-term projects.

A defeat should lead to analysis, not automatically to questioning everything that has been built.

I often think about Giannis Antetokounmpo's well-known reflections on the difference between failure and the steps involved in pursuing success.

His broader message is relevant far beyond basketball: progress is a process, and not every setback means that the process has failed.

Greek football needs less short-term noise and more confidence in well-designed long-term plans. Drawing on your experience (including your time at PAOK) what do you consider to be the biggest organizational and commercial difference between Greek and German clubs? What kind of change could be implemented in Greece immediately?

Having worked within Greek football, including my years at PAOK FC, and having experienced the German sports-business environment, I believe the most important difference is not ambition, passion or individual ability. Greece has an extraordinary amount of all three.

The difference is often found in organizational structures, the distribution of responsibilities, long-term planning and the professional development of people working behind the scenes.

In many sports organizations, commercial growth happens faster than the internal structure can support.

A club may develop a larger sponsorship portfolio, increase its international exposure and expand its operations while still relying on a relatively small number of employees managing too many responsibilities. At a certain point, this creates a bottleneck.

And when an organization reaches that stage, the solution is not simply to demand more from the same people. It is to invest in the right expertise, define responsibilities clearly and build departments capable of supporting the next phase of growth.

One area that deserves greater attention is professional human-resource management. Sport is, and always will be, a people business. Trust and personal relationships matter enormously. There is nothing inherently wrong with recruiting people you know, provided they have the qualifications and capabilities required for the position.

The problem begins when personal familiarity becomes a substitute for a transparent assessment of competence.

When recruitment processes are insufficiently structured, highly motivated and qualified young professionals can struggle to access opportunities. Some eventually decide to pursue their careers abroad.

That represents a loss not only for those individuals, but also for the organizations and the wider sports industry.

We invest considerable attention in identifying and developing talented footballers. I believe we should apply the same ambition to identifying and developing talented professionals in commercial management, marketing, finance, operations and digital business.

A club cannot build a sustainable future by investing professionally in talent on the pitch while treating talent development off the pitch as an afterthought.

This is not a challenge unique to Greece, nor is it a criticism of every Greek organization. I have experienced strong professionals and valuable initiatives in Greek football, including at PAOK. I have also observed similar organizational challenges in other markets.

However, more mature sports-business environments in countries such as Germany, England, Spain and France offer useful examples of structured recruitment, specialist departments, career development and succession planning.

FC Bayern illustrates the value of organizational continuity and developing expertise over time, although no institution is immune to challenges.

The important point is that these principles are not reserved for Europe's biggest clubs.

They can be applied at different scales.

In Greece, I see encouraging signs of organizational development, including efforts to strengthen commercial capabilities and the supporter experience at clubs such as Panathinaikos FC and Panathinaikos BC.

The next step is to turn such developments into consistent organizational practice across the industry.

If I could introduce one immediate change, it would be to make professional recruitment, clear job descriptions and structured employee development a strategic priority.

The wrong recruitment decision does not only affect one position. Repeated over time, it can limit an entire organization's capacity to grow.

Greek sport does not need to become German, English or Spanish. It needs to combine its own powerful identity with the professional structures that allow its people and institutions to reach their full potential.

24. -How can a Greek club attract international partners and achieve greater financial autonomy? To what extent does the relationship between Greek football and the Greek diaspora remain untapped? If you were asked to propose three priorities for the development of Greek football over the next decade, which ones would you choose?

Greek clubs have a much stronger international commercial proposition than is sometimes recognized.

They possess history, identity, passionate supporters and a cultural connection that extends well beyond Greece's borders.

But international companies do not invest simply because a club has an emotional story.

They need to understand the business opportunity.

That requires professional market analysis, clearly defined audiences, credible activation concepts, measurable outcomes and the organizational ability to deliver consistently.

One area I consider particularly promising is the Greek diaspora.

Greeks living abroad are not simply potential supporters or consumers of club merchandise.

They include entrepreneurs, senior executives, business owners and professionals who operate within international commercial networks, they are multiplicator for new fans, which are don’t need to be Greeks themselves.

This creates opportunities for Greek clubs to develop relationships that connect sporting identity with business development.

However, the diaspora should not be approached only through occasional international campaigns or symbolic events.

It requires a genuine market-development strategy.

A club could identify priority markets, understand local communities, build relationships with relevant businesses and create partnership opportunities that deliver value to both the club and its international stakeholders.

Financial autonomy also requires revenue diversification.

Clubs that depend too heavily on a limited number of funding sources are more exposed to changes in sporting performance or individual financial commitments.

A sustainable commercial model should develop multiple sources of income, including partnerships, matchday experiences, hospitality, digital engagement, licensing, limited edition merchandise and international business opportunities.

If I were asked to identify three priorities for the next decade, they would be the following.

Second: invest in infrastructure, innovation and the supporter experience.

Modern facilities and digital capabilities can improve both commercial performance and the relationship with supporters. The objective should be to create more valuable experiences without losing the accessibility and emotional authenticity that make Greek sport special.

Third: internationalize Greek sporting brands through a coherent commercial strategy.

That includes activating diaspora networks, developing relationships with international businesses and positioning Greek clubs as credible partners in the wider European sports economy. I have had the opportunity to work with different stakeholders across the Greek sports industry, including corporate partners, sports organizations and young professionals preparing to enter the sector. Those experiences have convinced me that Greece has far more potential than its current commercial scale might suggest.

The greatest untapped opportunity in Greek sport is not the creation of more passion. It is the ability to organize the passion that already exists into sustainable economic and professional value. What advice would you give to a young person from Greece who dreams of working in the management of a major European club? And what is your own next professional goal?

My first piece of advice would be to invest in education, languages and practical experience.

Languages are particularly important. They do not simply improve communication; they open access to different markets, professional cultures and ways of thinking.

I would also encourage young people to understand sport as a business. Learn about finance, marketing, partnerships, operations, digital transformation and organizational management. Do not focus exclusively on the visibility or prestige associated with working for a famous club.

A professional career is ultimately defined by the problems you can solve and the value you create. During my recent professional transition, I had the opportunity to teach Corporate Partnerships in Sports at private higher-education institutions and work with young people who wanted to establish themselves in the industry.

This became one of the most personally rewarding parts of my professional journey.

I tried to offer them something that I did not always have when I was starting out: practical guidance, an honest understanding of the industry and opportunities to present themselves professionally.

Seeing young people take those steps, develop their confidence and successfully move forward in their careers was extremely meaningful to me.

I know how difficult it can be to enter this industry without an established network. That is why I believe experienced professionals have a responsibility to make the path more accessible for the next generation. Of course, personal relationships will always matter in sport. But relationships should help talented people access opportunities, not prevent equally capable people from being considered.

We should never confuse access with ability, or familiarity with competence.

If Greek sport wants to become more competitive internationally, it must create meaningful professional opportunities for the next generation of managers, analysts, marketers and commercial specialists, not only for the next generation of athletes.

As for my own professional ambitions, my immediate focus is on contributing to FC Bayern ecosystem within a multi asset approach we are doing right now – men, woman, youth football and basketball, developing valuable strategic partnerships and continuing to grow within the international sports industry.

At the same time, my connection to Greece remains fundamental to who I am.

I have worked in the Greek sports market, represented Greek football in European professional environments and maintained relationships with people and organizations who share the ambition of developing the industry.

I have also learned that professional growth is not always a straight line. Sometimes a period of transition, reflection and new responsibilities provides the experience needed for the next chapter.

Looking ahead, I want to continue taking on responsibilities where I can contribute not only to commercial results, but also to the development of stronger organizations and the people within them.

And if, at some point, there is an opportunity to bring that international experience back to Greek sport in a meaningful way, it is something I would approach with genuine interest and a strong sense of responsibility.

My ambition is not simply to work for important sporting institutions. It is to help build organizations that become stronger, more international and more sustainable because of the work we do – building a legacy for the next generation!