Francisco Alonso Kegreiss, the current coordinator of the Scouting department at Gimnasia y Esgrima La Plata, shares his insights on the activity, drawing from his more than five years of experience in this interview with El Ojo Clínico.
Analytical, thoughtful, and attentive to every step that the current reality imposes, Francisco Alonso Kegreiss views this activity as a process that requires adaptation to the formats and contingencies dictated by the context. He takes note of everything and continuously explores the boundaries of scouting, seeking solutions that, combined with his ideas, contribute an additional grain of sand to his methodology.
As he navigates this particular and endless transfer market, his first battle as head of the Scouting team at Gimnasia y Esgrima La Plata after leaving Quilmes at the end of 2023. The boy who once ran to the newsstand to find information about transfer rumors is now part of the Argentine football elite. He is building methods to secure the best possible profiles for the "Lobo" from La Plata. On this long journey of training, data collection, and process building, the growing challenges and his youth position him for a promising future in the field.
What does scouting mean in your life? And what are your fundamental principles when approaching this activity?
A difficult question to answer, but I would say it is my vocation, the place where I feel I can do what I love and for which I trained. When I started, I honestly had no principles, and I acquired them through practice and experiences I've had throughout my career as a scout. The first principle is generating information, which is not just about watching football matches. The second principle would be profiling, knowing what we are and aren't looking for, which I find fundamental. And third, is adaptability, as football is a very dynamic environment.
How did you enter the world of scouting?
I entered scouting through the sports management training I received as and Football Manager. Thanks to this, I always had an interest in this world, and in 2017 I decided to take a six-month course to train myself and see what it was all about. After that education, I never stopped.
In our conversations, you have made a clear distinction between scouting and recruitment as entirely different activities, even though the goal is to find footballers who meet the proposed objectives. Where do you find the most significant differences?
I believe the most significant differences lie in time and methodologies. In terms of time, scouting aims to solve short, medium, and sometimes long-term issues, whereas recruitment always or almost always seeks to solve long-term issues, over 3 to 4 years. Regarding methodologies, there are notable differences in this aspect, but I think the biggest difference is in the use of technology and video in the processes. Another difference can be seen in the formats for analyzing players. In scouting, the focus is often on analyzing the present, with more information on the player's possible projection, whereas in recruitment, the goal is always to analyze the player's projection with little information. That said, I believe several principles can unite both areas.
You were part of the creation and development of a process that eventually had you as the leader at Quilmes. What were the key personal milestones concerning the learning you gained?
At Quilmes, I was fortunate to work with colleagues who helped me grow as a professional and who contributed a lot to what was developed at the club. On a personal level, I would say that I finished my training as a scout there and was able to become the head of the department, something that is very important to me today. I’m not sure if there are any specific milestones to highlight, but I would like to acknowledge the positive work environment we created, the processes we developed, the relationship with the directors, and the significant steps we took over time, such as the creation of a technical department. Here, I’d like to thank Diego Colotto, Camilo Francka, Lautaro Crispino, Juan Manuel González, TJ Casto, Marcos Cresta, Gonzalo Juárez, Gerónimo Crispino, Leandro Bretto, Juan Fuenzalida, and the club's directors for sharing those years with me, where I learned a lot with and from them.
How do you apply your experience to problems involving different categories and objectives?
I don't think I've changed much in my thinking about certain issues and how to face challenges that may arise. Of course, you have to adapt to the first-division context and understand the magnitude that a market can have if there are no established processes. My experience in 2023 allowed me to understand what I had to do when I started in the first division and see that the challenges that would arise were not very different; only the magnitude, exposure, and context were different. I also tried to talk to colleagues who had been in that position before and learn from their experiences.
By nature, it can be inferred that the First Division market is more developed and competitive than the lower divisions. Did you encounter this scenario in reality?
The biggest difference I found was the magnitude of the market. In the lower divisions, you can control the market with a certain level of calm and planning since the players come from specific places. In contrast, in the first division, the market is so broad that if you don't have a team and certain established processes, it can easily become overwhelming.
What challenges does such an atypical and long market as the one facing the First Division this season present?
It presents several challenges. One must understand that there is not much more to do than adapt to the context and prepare processes to withstand the pressure of a three-month market. And not only that but also to manage the team efficiently. A noteworthy challenge is the number of scenarios that can arise. You try to have responses to all of them, but there are always some that are difficult to predict before the market opens. Another is that when we are in "market mode," we are always connected, trying to see what's happening in it, and that can lead to early exhaustion when there is still a lot of market ahead.
You rely heavily on processes and methodologies. What are the greatest difficulties you face in applying your work in such an unpredictable sport as football?
I think there are many challenges regarding that, and very few that can be controlled and modified by the scouting department. So, the only way I've found to overcome this issue is by creating and developing flexible and adaptable processes. This is where the scout's ability to adapt to the context and the scenarios that arise becomes crucial. It is very important not to be tied to a scenario that didn't happen, as the market continues, and the club needs more possible solutions.
You rely heavily on observing external processes and seeking tools and knowledge. Where do you think the world of scouting as an activity is heading?
It's a difficult question because the current state of the activity here is not the same as in Europe. Over there, you have clubs using artificial intelligence in their internal processes, technological platforms everywhere, teams with ten scouts, huge budgets, academic training, and so on, while here, we are just beginning to see something sustained and starting to grow in some clubs.
On a local level, I see scouting continuing to grow, and I believe more first-division clubs will develop their scouting departments. Additionally, I see more courses on the activity, which will, as a consequence, allow us to have more trained people. Globally, I see that technology increasingly has a place in scouting, and we will see how tracking data and artificial intelligence enhance the activity.
How is Argentina's economic reality impacting transfer markets and the medium- and long-term planning of a professional team?
I believe the impact is different for each club. Some clubs manage to sell well, so they can handle this issue without problems, while other clubs must adapt, understand the context they are in, and try to manage the little they have effectively. Regarding impact, we can say that clubs prefer to spend their budget on the team and tend not to invest in the development of their sports structure. Of course, some clubs do, and others are beginning to do so, but many do not. In terms of medium- and long-term planning for a professional team, clubs with an established buying/selling profile are the ones that can maintain more sustainable teams over time, while clubs with a selling club profile still struggle. Then we have squad formation strategies, but that’s another topic.
What are your professional expectations for the future?
My professional expectations for the future involve establishing myself in the first division, creating and building internal processes that allow us to grow as a scouting department, and always seeking to innovate and evolve. Later, I would like to aspire to have the same role I have today but in a club abroad.
Nicolas Di Pasqua
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