Kevin McCabe On Sheffield United And The Reality Of Being A Football Club Owner | OneFootball

You have just released your new book titled: ‘Mucky Boots: Triumphs, Trials and Tragedies of a Football Club Owner’. As a football club owner, your role often comes under intense scrutiny, especially during transfer windows or periods of managerial change. From your perspective, what did you find to be the most fulfilling aspects of owning a football club and what were the biggest challenges that came with that responsibility?

“Oh, gosh, that’s a good question. The most rewarding aspect is achieving success on the field because that fulfills your responsibility to the supporters. Football clubs, regardless of the size of the town or city—whether it is a town of 50,000 or a city with a couple of million—are incredibly important. Sports, and football in particular, hold a special place in people’s lives.

“As an owner, you have a duty not just to improve the club for the supporters, but to make it a true community institution. That includes engaging with youngsters, promoting inclusivity—especially with the rise of female involvement in the last decade—and serving the broader community around the club. You must consider those who live near the stadium, especially on match days. It is essential to remember that, like a university serves a town or city, a football club does the same.

“Take Sheffield United as a prime example: it has been around for over 100 years, and Sheffield needs Sheffield United, just as it needs Sheffield Wednesday. These clubs are part of the fabric of the city. To run a football club effectively, you need to understand and respect that deep connection.

“Unfortunately, some overseas owners, except for many Americans, do not fully grasp the importance of a club’s role in the community. They sometimes view it merely as a Saturday afternoon event, focusing only on the game. But football is far, far more than that.”

As an owner, watching your team play must evoke a range of emotions, like fans experience during the highs of victories and the lows of defeats. However, given that your decisions directly impact the club’s future—whether it is the financial strain and potential job losses when the team struggles, or the excitement of increased revenue when the team excels—do you find that you feel those emotions just as intensely than the fans?

“Absolutely. First and foremost, I am a Sheffield United fan, born and bred. On match days, I experience the same tension as any supporter. However, the difference is that when a fan leaves the stadium—especially after a loss—they may complain and try to piece together who is to blame. As the owner, you often find yourself in the crosshairs of that blame.

“For instance, if the team loses 1-0 due to a last-minute penalty, it somehow becomes your fault, even though it was a player who committed the foul. Similarly, if a player misses an open goal, that frustration can easily translate into accusations directed at you. It is just part of the territory. You must accept it with a healthy dose of perspective, as something else usually happens the next day that shifts the focus away from the owner’s perceived guilt.

“Given the passion of the supporters—of which I share—you often get blamed for things that can be humorous but sometimes a bit unsettling, especially if it involves insults directed at your family. But that’s just how it goes. It doesn’t matter if your club is Scarborough, Tottenham, or Manchester United; fans always need someone or something to blame. If it is not the player who missed the chance, it often shifts to the owner in the stands.

“You know this well from writing about football; it is incredibly significant to us. Clubs are integral to their towns and cities. For example, the loss of a club like Bury, which had been around for 120 or 140 years, is a tremendous shame. Responsible ownership is crucial; Those in charge must understand the club’s importance to the community, especially in cases like Bury.

“Having spent years at Sheffield United, I know how vital it is to the city and its communities. Still, despite that understanding, you inevitably face the blame.”

As an owner, how do you approach the transfer window? Are you actively involved in negotiating deals, or do you prefer to delegate those responsibilities to others within the club?

“Let me start by saying that the transfer window has become quite a rollercoaster, especially with just a couple of weeks left until the deadline at the end of August or January. It is amusing how one day the manager is discussing the possibility of signing players like Tom, Dick, or Harry, and by the next day, it is suddenly Jack, John, and Josh.

“You must pay attention to a lot of information, as the manager’s goal is to strengthen the team, whether it is for promotion or to avoid relegation. Looking back at football not too long ago, when transfers could occur at any time during the season, it felt just as healthy as the current system. These tight deadlines seem to be driven partly by television, with all the excitement generated by pundits and the constant news updates about potential signings.

“The media has changed the landscape significantly. Often, they seem to have insider knowledge about who might be coming to Bramall Lane even before the chairman is fully aware. “It has become quite a spectacle, as you can imagine.”

“It is fascinating how much hullabaloo is generated over whispers about players like John Smith potentially joining Sheffield United or Sheffield Wednesday, or even Celtic. Then, as the window progresses, it often fizzles out. It is quite humorous to watch the constant zigzag of names—one moment it is Smith, the next it is Brown, then Green.

“If you were to track the names that were discussed at the beginning of January compared to who was actually signed by the end, you would see that zigzag pattern again. It involves so many parties—agents, players, and clubs—all trying to create an impression to negotiate and finalize deals. The type of contract you are willing to offer the player makes a huge difference in whether you ultimately decide to make a purchase.

“So, you have to be vigilant because you’re part of this media circus, and there is no escaping it; Otherwise, your fans can become very disheartened. There is nothing quite like the excitement of thinking, ‘Oh, we’re going to sign someone like Georgie Best!’ That kind of buzz is invaluable.”

One of the chapters in your book is titled ‘From Warnock to Wilder,’ highlighting two managers who have significantly influenced Sheffield United and are both fans of the club. Can you share what it was like to work with them? In your experience, how do their characters compare—are there similarities, or do they have distinct differences in their approaches and styles?

“They are not similar in character at all. I have known Neil for quite some time, as I have used to live in Scarborough, which is my hometown. He managed Scarborough Football Club very successfully, bringing them up from the Northern League to the Football League. Neil made a name for himself at Scarborough, becoming a manager that many were keen to watch.

“While I would not call him my best friend, I have always given him an excellent reference when anyone has inquired about his abilities. He possesses a unique skill set, bolstered by his maturity and the number of clubs he has managed, spanning from the lower divisions to the top tier of English football. His achievements, particularly in terms of promotions, certainly warrant recognition. Neil has a distinctive style of management; He is not always in a tracksuit, but he knows how to motivate players and has built a solid reputation among them. While not every player may connect with him, I think most enjoy playing under his guidance.

“On the other hand, Chris is much younger than Neil and has a background that includes playing at a higher level than Neil did. While Neil played for clubs like Rotherham, Chris had the benefit of playing for Sheffield United during the season that took us back to the Premier League.

“I was fortunate to meet Chris by chance at a hotel in Sheffield while he was there to watch a local football final. We ended up exchanging contact information, and that evening, I realized I needed to start looking for a new manager, so I reached out to him for an interview.

“Chris had just helped Oxford secure promotion and then moved to Northampton Town, where he similarly achieved promotion shortly after his arrival. This demonstrated that he knew how to navigate the lower divisions effectively. Given his success, it was a simple discussion with his agent and Northampton’s chairman to agree on a fee for his release from his contract.

“Chris proved to be an exceptional manager. He has different skills compared to Neil, particularly in terms of people management and media relations. His ability to identify and bring in top-quality players to strengthen Sheffield United was outstanding. While their styles of football differ, they share the common goal of achieving success.

“Overall, their personalities are completely different. Chris has a long career ahead of him, and during my time as owner, he delivered top-class results for Sheffield United. “He is an instinctive manager with a keen understanding of the game.”

“I would say, Callum, very openly and honestly, that I hope for good owners to come on board—owners who understand the responsibilities that come with owning a football club. This is not the same as running a corporate business, such as developing homes or office buildings.

“Owning a football club carries a unique set of responsibilities that extend beyond the game itself. Sheffield United is located in the Sharrow district of Sheffield, and it is the largest employer in the area. That alone means a deep responsibility to the community. The club must consider the impact it has on the local residents, especially on match days.

“Supporters can sometimes be loud and may engage in disruptive behaviors, such as throwing bottles or cans, but it’s essential to recognize that the local community is an integral part of the club. It’s about fostering a relationship where the club supports its neighbors, balancing the occasional misbehavior with positive engagement.

“Furthermore, it is important for club leadership—whether it is managers like Neil or Chris—to understand that their actions should benefit not just the football side, but the city as a whole. They need to participate in community functions and initiatives.

“This is not complex to grasp; even American owners who are successful in football tend to understand that the club is part of the broader community. Therefore, I hope to see owners in Sheffield United who recognize that it is not solely about achieving glory on the pitch.”