Introducing Lorenzo Libutti:
ESSMA: Good day, Lorenzo. To begin, could you please introduce yourself to the ESSMA community? What is your role at AC Milan, and what are your responsibilities?
Mr. Libutti: Hello. I’m Lorenzo Libutti, serving as the Director of Commercial Football operations and Player care at AC Milan. This role is relatively new, having commenced approximately two years ago. It entails overseeing a fresh department that acts as a crucial link between the commercial department and the first-team staff and players. However, its scope extends beyond just the first team, encompassing the entire club, including the women’s team and occasionally the academy team. In terms of commercial aspects, our responsibilities also extend to managing the player care department. I would refer to my role as both Head of Commercial Football Operations and Player Care. The player care department involves assisting players and their families from the moment they consider joining the club. This assistance spans the period before their arrival, during their arrival in the country, and continues on a daily basis. We address their needs, such as housing, schools, documentation, and everything required to integrate them into the city and the club seamlessly. When focusing on commercial football operations, it can be further categorized into various areas. One significant aspect is the management of player access, involving activations for the partnership and marketing teams that feature players and managers. This sphere also extends to working with legends, including ex-players. Additionally, my team oversees all international football academies affiliated with AC Milan worldwide. While our goal is to expand these academies, we are equally committed to providing top-quality services to existing academies in countries such as Japan, China, India, and more. These are the primary areas we concentrate on, with a particular focus on player care and commercial football operations. Currently, we have a team of around 7-8 individuals. While we are open to growth, this is the current size. Additionally, we handle seasonal responsibilities such as tours and friendlies within the commercial football department. This includes organizing friendly matches during the summer and managing tours, such as the one in the US, all of which fall under my purview as well.
A Journey of Experience:
ESSMA: Great to learn more about your background, Lorenzo. Before joining AC Milan, did you possess any prior experience in football or, perhaps, in management more broadly?
Mr. Libutti: Indeed, I had notable experience before my time at AC Milan. I was previously associated with Chelsea Football Club, where I served as a senior player activation manager. In that capacity, my responsibilities were akin to what I currently manage, albeit on a slightly smaller scale. I acted as the primary point of contact between the men’s team and manager, women’s team and manager, and occasionally the Academy. Handling all requests from the club concerning the players, I served as their main point of contact during my three and a half years there. Prior to my stint at Chelsea, I was with Watford Football Club, which was in the Premier League at the time. In Italy, my role at Watford would be termed as a team manager. This involved being the daily point of contact for players and the manager, overseeing day-to-day activities in the training ground, football logistics, and travel.
The Evolving Landscape of Fan Engagement:
ESSMA: Delving into the topic of legendary club players, of which Ac Milan has many, could you elaborate on their involvement in content development? Are they still actively utilized in this aspect, or is it a separate domain?
Mr. Libutti: Absolutely, yes. The involvement of legends extends to our activations for partners, particularly those centered around events. For instance, when organizing an event related to a Champions League away match in Paris, we often bring in one of our legends. Similarly, for events in Milan, such as those with BMW, one of our city center partners, we frequently involve our legends. Regarding content creation, yes, we collaborate with them in that aspect as well, but the extent of their involvement depends on the specific context and requirements.
ESSMA: Building on that, Lorenzo, how do you perceive the role of club content in cultivating meaningful relationships, both with partners and fans?
Mr. Libutti: Club content plays a pivotal role in today’s football landscape. It’s no longer solely about the 90 minutes on the pitch, as it used to be many years ago. The contemporary football experience has evolved, and now fans and partners seek to be associated with the club almost 24-7. There’s a growing desire for continuous connection with the team, and clubs must respond to this demand from both fans and partners. Consequently, there’s an increasing demand for engaging activities involving players, catering to the fans and providing valuable incentives for partners collaborating with football clubs.
ESSMA: Considering the evolving landscape of fan engagement, have you observed changes in the platforms where you publish club content? Is there a shift towards more emphasis on social media or your club-owned platforms, and how has this evolved over the past few years?
Mr. Libutti: Absolutely, there has been a significant evolution. Although content publication is not the primary focus of my department, we collaborate extensively with our Milan Media House, a distinguished department here at AC Milan dedicated to content development. From my observations, there has been a notable shift towards social media in recent years. Staying in tune with global trends is crucial, and this landscape evolves rapidly, with changes occurring monthly or every three months. It’s essential to stay abreast of new social media platforms and emerging trends. AC Milan, like other top European clubs, consistently strives to be at the forefront of these developments, ensuring effective engagement with fans and partners in an ever-changing digital landscape.
The Mix of AC Milan’s Content:
ESSMA: Delving deeper into the goals of developing club content, could you shed light on the ultimate objectives pursued through this content creation? Is the primary aim to engage with fans, monetize, enhance visibility for partners, or perhaps boost stadium attendance?
Mr. Libutti: It’s a comprehensive mix of all the aspects you mentioned. Our focus extends beyond well-established markets in Italian football, reaching out to markets that are still developing. We aim to concentrate on both existing markets and those where partners seek growth opportunities, utilizing AC Milan as a means to achieve this. In essence, our content strategy encompasses a diverse set of objectives. The expansion into new markets is a crucial aspect of our strategy. This not only aligns with commercial objectives and revenue generation but also aims at broadening our global fan base. To achieve this, we adopt various approaches, including football academies and friendly matches. These endeavors are essential in opening up new fan bases globally. In situations where our first team may not be available, we explore opportunities with our legends team. The versatility of approaches allows us to adapt to different market dynamics and cultural changes across continents and countries.
ESSMA: Exploring the nature of AC Milan’s content, how would you characterize it? Does it primarily focus on documentaries, games, behind-the-scenes footage, or is it a diverse mix?
Mr. Libutti: It’s indeed a diverse mix. In recent times, what I’ve noticed is a heightened interest from fans in behind-the-scenes content. This involves showcasing aspects that aren’t typically visible during regular match broadcasts. Fans are keen to understand the personalities of the players, how they behave at the training ground, and gain insights into their lives beyond the pitch. While platforms like Instagram provide glimpses into players’ personalities, behind-the-scenes content offers a more in-depth perspective on their day-to-day interactions and football situations. Additionally, there’s a focus on content tailored for younger audiences, such as TikToks, aligning with the preferences of the younger generation. Our marketing department and Milan Media House collaborate on these initiatives to stay in sync with contemporary trends. In terms of partnerships, we actively engage with our partners, offering suggestions on what constitutes good content. It’s crucial to communicate what activities we can undertake with the players, striking a balance between leveraging them for activations and respecting their primary role as football players. Ensuring an intelligent and strategic approach in content creation is key to achieving the best results for both the club and its partners.
Partner Activations and Collaboration:
ESSMA: Thank you for sharing that perspective, Lorenzo. It sounds like there’s a collaborative process with partners in shaping activations involving players. Could you elaborate on how this process unfolds, especially in terms of the club’s role in approving or refining proposed activations?
Mr. Libutti: Certainly. The process typically begins with the club having a pre-existing contract with the partner, specifying certain parameters, such as the involvement of four players for an hour and a half. Subsequently, the partner engages with our account manager to discuss their ideas. The account manager then consults with my team, and we evaluate the proposed activation. For instance, if a partner suggests a scenario like having players jump from a roof with parachutes, we might advise against it due to safety concerns. Instead, we might propose an alternative, like organizing a city center activation where players act as waiters, especially if the partner is in the food industry. We aim to find a balance that suits both the partner’s goals and the team’s interests. It’s crucial to push back when necessary to ensure the activations align with the club’s values and don’t disrupt the team’s focus on football. While we do need to convince players to participate, the landscape has evolved. Players from top clubs, such as those in the Premier League or prominent European clubs, come already equipped with an understanding of commercial expectations. However, our approach might differ for players transitioning from smaller clubs to AC Milan. In any case, our job is to make it happen and strike that delicate balance among different requests, keeping in mind that each player is unique and may have varying levels of comfort with commercial activities. It’s a dynamic process, and our goal is always to find solutions that benefit both the partners and the team while respecting the individuality of our players.
Balancing Club and Player Interests:
ESSMA: Your role seems to encompass a delicate balancing act between the club’s interests and the players’ well-being. In situations where players may have reservations or concerns about certain activations, is it part of your responsibility to represent the players’ interests to the club?
Mr. Libutti: Absolutely, it’s a two-way street. Balancing the interests of both the club and the players is fundamental. We maintain a holistic perspective, collaborating with various departments within the club. For instance, we consult with our team doctor to assess the physical aspects of proposed activities, ensuring they align with the players’ health conditions. Moreover, players may approach us with personal or professional considerations that necessitate careful handling. There are instances where we advise against using a particular player at a given moment, taking into account various factors. Some players may have religious or personal beliefs that influence their willingness to participate, and we respect and manage those situations accordingly. We also keep track of each player’s level of involvement to prevent overexertion and maintain a fair distribution of opportunities. It’s a comprehensive approach where we aim to protect the players while also addressing the club’s commercial objectives. It’s not uncommon for partners to express preferences, and our role is to strike a balance, ensuring a diverse and equitable distribution of responsibilities among the entire squad.
ESSMA: Exploring the dynamics of content creation, is most of AC Milan’s content developed in-house with the Milan Media House, or do you also collaborate with external partners for content development?
Mr. Libutti: While a significant portion of our content is produced in-house, there are instances where external partners, including external agencies, are involved in content creation. Partners may choose to work with external agencies for specific content projects, and they usually approach us with pre-established agreements. The decision to involve external agencies can stem from various reasons, such as a partner’s preference for a familiar collaborator or their comfort level with a particular agency. The choice depends on the specific circumstances and the partner’s individual considerations.
Evaluating Return on Investment:
ESSMA: Exploring the business side, when partners engage in activations with AC Milan, is there any insight into the return on investment (ROI) or general feedback that the club receives from these partners?
Mr. Libutti: Certainly. The commercial department plays a crucial role in thoroughly analyzing the impact of activations on key metrics. This involves a detailed examination of how the use of players and specific activations translates into measurable results. The analysis encompasses factors such as the number of views from different countries and their corresponding impact. Our commercial department is dedicated to conducting these analyses meticulously, leaving no aspect to chance. Every aspect of the activations is scrutinized to provide partners with valuable insights into the effectiveness of their collaborations with AC Milan.
Navigating Player Activations – Lessons Learned:
ESSMA: Drawing from your extensive experience with clubs like Watford, Chelsea, and AC Milan, what advice would you offer to someone in a similar role, especially at a smaller club, who needs to navigate convincing players to engage in various activations?
Mr. Libutti: The role is predominantly about building relationships, with 90% based on the strength of those relationships and the remaining 10% comprising a mix of different factors. It’s crucial for players to respect your role and understand that part of their commitment, as outlined in their contracts, involves engaging in activities both on and off the pitch. Simultaneously, they should recognize that you are there to safeguard their interests, ensuring that activations are carried out intelligently. Building a strong relationship with players is essential, recognizing that each player is unique in terms of their personality and preferences. Some relationships may extend beyond professional boundaries, delving into personal aspects, while others may remain strictly professional. Clear communication is vital, especially when players question the need for specific activities. In such instances, it’s crucial to explain the rationale behind the request, emphasizing the balance between on and off-pitch obligations. There will be moments when players need assistance, whether due to last-minute injuries, illnesses, or personal issues. A solid relationship allows for effective collaboration, ensuring suitable substitutes can be arranged promptly. Tailoring communication to each player’s personality and language preferences is essential for effective engagement. Moreover, fostering collaboration among different club departments, such as player access, player care, and medical teams, is fundamental. The seamless integration of these departments is essential for a holistic approach, ensuring that the well-being and interests of players are at the forefront of decision-making. While it requires a cultural change and time, the benefits of a unified and collaborative approach are substantial.
Streamlining Communication Through Planning:
ESSMA: Reflecting on your experiences at Chelsea and AC Milan, did you observe any cultural differences, and did you bring elements of the culture from Chelsea to AC Milan?
Mr. Libutti: Yes, when I took on the role at AC Milan, I brought what I considered to be the best practices from my experience at Chelsea. However, adapting these practices required a nuanced approach due to the distinct working cultures between Italy and England. You can’t introduce everything at once. It’s about implementing small changes gradually, allowing the team to adjust without disrupting the existing workflow. Each country has its unique working culture, and the relationship dynamics between colleagues in Italy differ from those in the UK. In terms of best practices, one notable change I implemented at AC Milan, inspired by my experience at Chelsea, revolves around our scheduling approach. Many Premier League clubs typically have one media day a month. However, I found this to be limiting in terms of maximizing player engagement in various activities. At AC Milan, we adopt a monthly planning strategy. At the beginning of each month, we collaborate with the manager to assess the calendar and identify suitable days for player activities. Certain restrictions are in place, such as avoiding the day before a match or depending on the nature of the match, the day after an away game. We consider factors like player workload and previous commitments. We compile a monthly report and calendar, communicating to all partners and marketing teams that they need to submit their requests by the end of the preceding month. This proactive approach ensures that players are informed well in advance about their commitments for the upcoming month. It provides transparency and allows players to organize their schedules accordingly. This method has proven effective in streamlining communication and managing player commitments efficiently.
ESSMA: Thank you, Mr. Libutti, for providing valuable insights into the intricate world of football operations and player activations. Your experiences at Watford FC, Chelsea FC and AC Milan shed light on the delicate balance required to manage relationships with players, collaborate with partners, and integrate best practices from different football cultures. We appreciate your time and expertise in sharing these perspectives with the ESSMA community.
