Base Soccer

A Message from Lord Pickles and Lord Blunkett, followed by Base Soccer's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Base Soccer is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Leon Angel, chairman, and
FrankTrimboli, managing director
Base Soccer’s
London head office
Based in Wardour Street, Soho, Base Soccer is an agency
for professional footballers, dedicated to the ongoing
development of its clients’ careers and to guiding their
personal growth. Staffed by 60 at present, it brings to the
industry a number of outstanding qualities that make it
highly attractive to clients, such as transparency, discretion,
commitment and an international outlook. Here to tell us more
are chairman LeonAngel and managing director Frank Trimboli.
At Base Soccer, we focus primarily on nurturing the careers of professional football
players (especially younger ones) with prospects of playing in the best leagues
around the world, with a view to developing them not just as football players, but
as people. As part of this, we consider their partnership with us as a journey, one
that could possibly last their entire careers. To foster this long-term relationship,
we provide an exhaustive suite of services, including social and digital media
management, graphic design and brand management, commercial opportunities,
legal assistance, and financial advice. We also work on establishing and maintaining
strong links with the biggest football clubs, such that we can work together and
forge deals in the future. In short, we look at the big picture – which is why we’ve
had one of the world’s top coaches as a client for over 20 years and why we’ve
been so firmly a part of this fluctuating industry for so long.
Ethos as business practice
What also helped us achieve firm grounding in this industry is our set of values.
It’s particularly important for agencies like us that we establish trust because
»Chairman: Leon Angel
»Managing director: Frank
»Established in 1997
»Based in Soho, London
»Services: Agency for
professional footballers and
football clubs
»No. of employees: 55-60
Base Soccer
Highlighting best practice
the public image of this industry is
not always favourable. Some feel
it can be comprised of “leeches”,
unscrupulously and exploitatively
looking for easy money. It is for
this reason that it has experienced
a number of audits and heavy
governmental regulations. To combat
this issue, therefore, we act ethically,
responsibly and meticulously, ensuring
we do everything by the book. As a
result of this, we’ve come out of these
audit procedures with our reputation
intact and as strong as ever.
We also place a heavy emphasis
on discretion; that is to say, we
avoid needlessly putting ourselves
in the public eye, as well as
ostentatious displays of our role in
the football industry. That means no
appearances on Sky Sports News or
on BBCRadio5Live; instead, we rely
on already-established networks and
relationships. We’re confident that the
people who need to know about us
do know about us. Moreover, because
of this discreet quality, our clients see
in us a high degree of professionalism
and modesty – the kind of qualities
a client would hope for in a world
so obsessed with probing into the
lives of eminent figures. Although we
do maintain a low public profile, we
nevertheless sit on the executive board
of both the Association of Football
Agents (AFA) and the European
Football Agents Association (EFAA).
At Base Soccer, it’s crucial to us that
our staff genuinely fit in with the
company culture too. Ultimately, we
want the workplace to be enjoyable
and harmonious. In doing so, we breed
confidence and fidelity among our staff,
meaning we don’t have to undergo the
laborious task of constantly training
replacements. The success of this is
evident in the fact that some company
members have been employed here for
more than 15 years. With this set of
philosophies in mind, we can expect to
keep growing as a company – that is
growing not only in terms of turnover,
but also in terms of improved service
for our clients and our staff.
Dealing with flux
The Premier League is where we mainly
operate, but we have always looked
at opportunities in strong footballing
markets abroad. We are conscious that
we have to be receptive and reactive
to trends and emergingmarkets.
Forexample, while strategic
partnerships were being explored
in other territories, we had to react
quickly to the new money in China
over the last seven years to become an
active player there. Adaptability and
an international outlook are therefore
crucial – thus entailing the need for a
multilingual team. In this respect, we
are fortunate in that many members
of staff speak multiple languages,
Davinson Sanchez signs
for Tottenham Hotspur
Fernando Llorente joins
Tottenham on Deadline
Day in August 2017
We act
responsibly and
ensuring we do
everything by
the book
allowing us to have conducted business
in more than 25 global markets in the
last 12months.
As we write this article, in fact, we
have already identified areas of the
world in which we can newly establish
or re-establish ourselves. Additionally,
we are lucky to be based in the UK, the
home of the Premier League, which
is the most active, popular and well-
funded football league in the world.
These international aspects of our
business present to us both challenges
and opportunities – of which the same
could be said in a domestic context.
Domestically, for example, we’ve
encountered varying regulatory demands
from Fifa over the years, particularly
with respect to intermediaries. There
have been times when the regulations
were highly demanding, and attaining a
licence was notoriously difficult, requiring
strict exams to be taken. What was more
problematic for us was the relaxation
of regulations to such a degree that
the industry was accommodating
insufficiently qualified intermediaries.
With such people operating, the
industry can face reputational damage
– our companyincluded.
On the other hand, an abundance
of unqualified agents can make us
stand out more, distancing us from
the competition yet further. So, again,
the political and economic landscape
can present both challenges and
opportunities. It is the mark of good
business if we can grapple with these
events and ultimately work things in
our favour.
That’s not to say, however, that we
aren’t seeking, or at least hoping, for
stronger regulations to return. Right
now, for example, we are involved in
working groups with both Uefa and
Fifa to look at new rules to be written
for relevant countries to comply with
EU legislation.
Onwards and upwards
All in all, it’s been a remarkable journey
thus far. For instance, Kyle Walker,
who has been with us for ten years,
began his career with our agency
as a teenager playing for Sheffield
United. We saw him through all his
trials and tribulations, including some
considerable injuries – and now he’s
playing for the England national team.
It’s stories like this which fill us with
pride and give us hope and optimism
for the future. Key to this success is
our system of values, our ability to
adapt and our genuine commitment
to clients. By keeping up this modus
operandi, we can expect to survive and
thrive whatever comes our way.
Key to this
success is our
system of
values, our
ability to adapt
and our genuine
commitment to
Kyle Walker’s record-
breaking move to
Manchester City
Andre Ayew signs for Swansea on
Deadline Day in January 2018

This article was sponsored by Base Soccer. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister