López Gróbin Santiago

Current Club: Club Atlético Independiente  

Date of Birth/Age/Place: 09/02/2006 (18) Córdoba, Argentina  

Career: Club Atlético Independiente  

Position: Winger  

Height: 1.70 m  

Santiago López was one of the revelations of the U-17 World Cup held in Indonesia, representing his national team.

He played in the Reserve team of Club Atlético Independiente and is currently part of the professional team. He is a right-footed winger who usually plays on the right flank, sometimes on the left, and can also play as a forward. In the World Cup, he played five matches (four as a starter), scored two goals, and provided one assist.

Santiago is a player with great skill in 1v1 situations, starting from the wing and breaking towards the byline. It’s worth noting that once he successfully dribbles past his opponent, he executes his decision-making with precision in the final meters, delivering crosses both to the penalty spot and the near post.

When the game requires a pass or a one-two instead of a dribble, he can seamlessly link up with the full-back on his side or an inside midfielder who moves into that area. He has a great understanding of the game. He can appear in the inside channel in the attacking third, leaving the wing free for the full-back and attacking the area from inside positions.

When the team has possession, he often positions himself almost in his own half (according to FIFA's official website, he had the most receptions between the midfield and defensive line in the last U-17 World Cup with 86) to receive the ball behind the opposing winger or midfielder on that flank. This way, he can face the opposing full-back without quick help. He can take advantage of this situation by seeking the 1v1 or passing the ball back and quickly moving into space, thanks to the central forward (in that tournament, Agustín Ruberto) fixing the center-back in that zone. He shows good ball control in every game intervention.

He turns easily when he receives the ball, usually positioning himself to seek a duel against his rival. Playing as a central forward, he demonstrated good positioning in defense-to-attack transitions, seeking space between center-backs, and even within the area, he has a great sense of positioning both to attack a cross to the near post in the six-yard box and to wait for a cross to the far post, further away from the play.

Off the ball, he is an aggressive and committed player, helping the full-back or pressing forward. This off-the-ball commitment sometimes works against him due to his strong temperament. Evidence of this includes the yellow cards received against Venezuela and Brazil. In both matches, his team had the game under control and the scoreline was quite favorable.

Nicolas F. Quiroga

Santiago López Gróbin

Club actual: Club Atlético Independiente

F. Nac. /Edad/Lugar: 09/02/2006 (18) Córdoba, Argentina

Trayectoria: Club Atlético Independiente 

Posición: Extremo

Altura: 1,70 M

Santiago López fue una de las revelaciones del Mundial Sub-17 disputado en Indonesia representando a su selección. Jugó en la Reserva del Club Atlético Independiente, y actualmente pertenece al plantel del equipo profesional. Es un extremo de pie derecho que juega normalmente por banda derecha, algunas veces por izquierda y también puede actuar como delantero. En el Mundial ha disputado cinco partidos (cuatro como titular) donde anotó dos goles y dio una asistencia. Jugador que posee un gran desequilibrio en el 1v1 partiendo desde la banda y desbordando hacia la línea de fondo del área. Cabe destacar que una vez realizado el regate con éxito ejecuta con precisión la decisión en metros finales realizando centros atrás tanto al punto penal como al primer palo. Cuando la situación del juego necesita una descarga o una pared en lugar de un regate, puede asociarse sin problemas tanto con el lateral de su sector como con un interior o volante mixto que acude a esa zona. Tiene una gran comprensión del juego. Puede aparecer por carril interior en el frente del ataque dejando la banda libre para el lateral y atacar el área desde posiciones interiores. Cuando el equipo tiene la posesión suele situarse casi en campo propio (mayor número de recepciones entre el centro del campo y la línea defensiva en el pasado Mundial juvenil según la página oficial de la FIFA con 86) para recibir siempre a espaldas del extremo o volante de banda rival de ese flanco, de esta forma puede encarar al lateral rival sin que este tenga una ayuda rápida. Incluso se puede aprovechar de esta situación buscando el 1v1 o descargando de espalda y yendo a buscar rápidamente al espacio, gracias a que el delantero centro (en dicho certamen fue Agustín Ruberto) fija al central de esa zona. Demuestra una buena conducción de balón en cada intervención en el juego. Cuando recibe el balón se gira con facilidad, quedando perfilado normalmente para buscar el duelo ante su rival. Jugando como delantero centro demostró tener un buen posicionamiento en transiciones defensa-ataque buscando el espacio entre centrales e incluso dentro del área tiene un gran sentido de ubicación tanto para atacar un centro al primer palo en el área pequeña como para esperar el centro en el segundo palo, más alejado de la jugada. Sin balón es un jugador agresivo e implicado ayudando al lateral o presionando hacia delante. Este sacrificio sin pelota le juega en contra en algunos momentos al tener un temperamento marcado. Muestra de ello, las tarjetas amarillas recibidas ante Venezuela y Brasil. En ambos partidos su selección tenía el partido controlado y el marcador bastante favorable.

Nicolás F. Quiroga

Fundamentals for Facing a Transfer Market

 Building a competitive squad is not just about signing good players. Adjusting the roster to meet the qualitative and budgetary standards required by the coach and the institution is a significant challenge that involves essential foundations.

As each transfer window approaches, those of us working on exploring options for assembling a squad face the challenge of obtaining the best possible profiles. However, this set of proposals not only needs to meet the necessary skills to compete in the context faced by the hiring club but also needs to adapt to a series of parameters such as the coach's playing style, budgetary possibilities, business methodologies, or the existing institutional model.

Thus, the best player is not always the most suitable for the search. Any club would dream of having Lionel Messi on their team, but very few can afford him. The need to sign a top center forward may mean foregoing an attacker with the physical stature of Romário, and if he is available, one must first ask if it is feasible to adapt the coach's plan to such a high-caliber opportunity. Declining this option means signing a physically bigger forward who fits the established game plan.

There are also no absolute freedoms from a financial standpoint. Both the economic possibilities tied to the club's budget and the payment methodologies that finances allow determine whether signing a player is viable. The same applies when a club establishes a "seller" model that bets on young players with resale potential and only turns to experienced players to support its future bets.

All these limits are part of institutional policy. While, at least in Argentina, this often gets overlooked when pursuing objectives (or making it seem like they are being pursued), it is a healthy practice to base the work plan on fundamental principles that allow us to understand our limits and objectives when facing a market.

This framework will enable us to know more precisely where to look for the players we need, avoiding competition with those rivals who have greater capabilities and getting ahead in the market of those who do not resign themselves to competing in unfavorable scenarios where they will mostly lose to the more powerful, only to then descend to the levels we have already reviewed and taken advantage of conveniently.

To establish these parameters, we need internal information and constant communication in the market with other parties involved in decision-making in each market. This way, we will not only have the initial data but also dynamically adjust the framework throughout the transfer window.

Among the internal data, it is necessary to have the budget distribution from previous markets to formulate a percentage breakdown that allows us to know how much is invested in each position. This, combined with the total budget to be invested in the squad, will allow us to set parameters and critical points when signing for each position. While this is just a guide and not a limit, it will help us a lot to immediately detect when a signing is really viable (or not) and to speed up negotiation times by targeting possible options to define the deal as quickly as possible. We will also be able to assess any budget imbalances in a position in a controlled manner to then balance the budget by reducing investment in another position, or decide to stretch the initial base if possible for the club’s finances and if justified.

Another necessary and relevant piece of data comes from the coaching staff. It is vital to know the characteristics that the coach prioritizes for a player in each position. Likewise, the systems and playing style he prioritizes. While some coaches adapt their game to the material they have, the idea of building a squad that supports his model can speed up adaptation times. Logically, this format implies a long-term vision or continuity along similar ideological paths when a coach leaves the position for whatever reason.

These two internal parameters, combined with the evaluation of the competitive context and the logistics it may involve, are crucial when forming a squad. Both qualitatively and quantitatively and budgetarily. But they are not the only decisive points to face a market with chances of success.

Internal dialogue and constant feedback between the club’s management, the coaching staff, the technical secretary or sports director, and the scouting department as a search tool are essential to achieve optimal results in transfer markets. A common mistake is to resort to unidirectional information paths, meaning that the final result of a scout's recommendation is approved by the technical secretary, but there is never a return when the coach or management vetoes it. There are even cases where the proposal receives no response, leaving the opportunity in limbo, which usually ends with the player in question taking another path.

Bidirectional information flow in the market is not only necessary to ensure fluidity and speed in market work. It also involves mutual understanding among the participants that serve as experience for the working team’s future. Ideally, the scout’s criteria should be brought to the decision-making table. Not as a decisive tool, but as an authorized voice to explain the reasons for the recommendation and defend them against an unfounded negative from one of the working team members. This way, feedback would be guaranteed, and the information flow would be permanent in moments where an hour can define the possibility of signing a player or losing him.

Establishing initial guidelines and creating paths that allow for a solid, agile, and bidirectional information flow is fundamental when facing markets and forming a squad. In addition to these relevant actions, there are other issues such as monitoring the succession line in lower divisions, planning and contract management, constant feedback with contacts bringing opportunities, and continuous evaluation of the institutional model, among other points of analysis. Undoubtedly, the fundamental basis for successfully navigating the market stage is built on two pillars: information and communication.

Nicolás Di Pasqua

Fundamentos para afrontar un mercado de transferencias

 El armado de una plantilla competitiva no solo consiste en contratar buenos futbolistas. Ajustar la nómina a los estándares cualitativos y presupuestarios que necesitan el entrenador y la institución es un desafío importante que consta de fundamentos primordiales

Ante el advenimiento de cada mercado, quienes trabajamos en la exploración de opciones para la conformación de un plantel nos encontramos con el reto de obtener los mejores perfiles posibles. Sin embargo, ese conjunto de propuestas no solo debe cumplir con las aptitudes necesarias para competir en el escenario que afronta el club contratante. También se tiene que adaptar a una serie de parámetros como el estilo de juego del entrenador, las posibilidades presupuestarias, las metodologías de negocio o el modelo institucional existentes.

De este modo, no siempre el mejor futbolista es el más adecuado para la búsqueda. Cualquier club soñaría con tener a Lionel Messi en sus filas, pero son escasos quienes pueden pagarlo. La necesidad de contratar a un centrodelantero de referencia implica prescindir de un atacante de la envergadura física de Romario, y si está a mano incorporarlo habría que preguntarse primero si es viable una adaptación del plan del entrenador ante una oportunidad de tamaña jerarquía. La negativa a esta opción implica la contratación de un delantero de mayor porte físico que se adecúe al plan de juego establecido.

Tampoco hay libertades absolutas desde el punto de vista financiero. Tanto por las posibilidades económicas ligadas al presupuesto del club como por las metodologías de pago que permiten las finanzas, la incorporación de un futbolista puede o no ser viable. Lo mismo ocurre cuando un club establece un modelo “vendedor” que apuesta a jugadores jóvenes con posibilidad de reventa y solo recurre a la experiencia como apoyo de sus apuestas a futuro.

Todos estos límites forman parte de la política institucional. Y si bien, al menos en Argentina, esto suele quedar de lado a la hora de perseguir objetivos (o de hacer creer que se persiguen), es una sana práctica fundamentar el plan de trabajo en principios básicos que nos permitan conocer nuestros límites y objetivos a la hora de afrontar un mercado. 

Este encuadramiento nos permitirá saber con mayor exactitud adónde ir a buscar los jugadores que necesitamos, evadiendo con mayor facilidad la competencia de aquellos rivales que tienen mayores posibilidades y adelantándonos en el mercado a quienes no se resignan a pelear en escenarios desfavorables en los que, en la mayoría de los casos, perderán con los más poderosos para luego descender a los planos que ya hemos revisado y aprovechado convenientemente.

Para poder establecer estos parámetros necesitamos información interna y comunicación constante en el mercado con las demás partes intervinientes en la toma de decisiones en cada mercado. De esta manera, no solo tendremos los datos iniciales, sino que iremos dinamizando el encuadre en el trascurso de la ventana de transferencias.

Entre los datos internos es necesario contar con la distribución presupuestaria de los mercados previos para formular un detalle porcentual que nos permita conocer cuánto se invierte en cada puesto. Esto, combinado con el presupuesto total a invertir en el plantel, permitirá establecer parámetros y puntos críticos a la hora de contratar en cada una de las posiciones. Si bien esto es solo una guía y no un límite, nos ayudará bastante a detectar cuando una contratación es realmente viable (o no) de manera inmediata y a acelerar los tiempos de negociación apuntando a opciones posibles para definir con la mayor inmediatez el negocio. También podremos evaluar aquellos desfasajes presupuestarios en una posición de manera controlada para luego equilibrar el presupuesto reduciendo la inversión en otro puesto, o bien decidir estirar la base inicial si es posible para las finanzas del club y se justifica.

Otro dato necesario y relevante proviene del cuerpo técnico. Es de vital importancia conocer las características que el entrenador prioriza para un jugador en cada puesto. Del mismo modo los sistemas y el estilo de juego que prioriza. Si bien existen entrenadores que adaptan su juego al material que tienen, la idea de construir un plantel que apoye su modelo puede acelerar los tiempos de adaptación. Lógicamente este formato implica un largo plazo o la continuidad por caminos ideológicos similares ante la salida de un técnico del cargo por el motivo que fuera. 

Estos dos parámetros internos, sumados a la evaluación del contexto competitivo y a la logística que puede implicar, son de vital importancia a la hora de conformar un plantel. Tanto en lo cualitativo como en lo cualitativo y presupuestario. Pero no son los únicos puntos decisivos para encarar un mercado con posibilidades de éxito. 

El diálogo interno y el feedback constante entre la Dirección del club, el cuerpo técnico, la secretaría técnica o Dirección Deportiva y el departamento de scouting como instrumento de búsqueda, son indispensables para obtener resultados óptimos en los mercados de transferencias. Suele cometerse el error de recurrir a caminos de información unidireccionales, es decir, que el resultado final de una recomendación del scout sea aprobado por el secretario técnico, pero nunca se produzca un retorno cuando el entrenador o la dirigencia le bajan el pulgar. Incluso existen faltas de respuesta a la propuesta que dejan la oportunidad en un limbo que, normalmente, termina con el futbolista en cuestión tomando otro rumbo.

La bidireccionalidad de información en el mercado no solo es necesaria para garantizar fluidez y velocidad en el trabajo de mercado. También implica un conocimiento mutuo entre los participantes que sirve de experiencia para el futuro del equipo de trabajo. Sería ideal poder llevar el criterio del scout a la mesa donde se toman las decisiones. No como herramienta decisiva, sino como palabra autorizada para explicar los motivos de la recomendación y defenderlos ante alguna negativa poco fundamentada de una de las partes del equipo de trabajo. De este modo el feedback estaría garantizado y el flujo de información sería permanente en momentos donde una hora puede definir la posibilidad de contratar a un jugador o perderlo.

El establecimiento de pautas iniciales y la creación de caminos que permitan un flujo de información sólido, ágil y bidireccional, son fundamentales a la hora de afrontar los mercados y constituir un plantel. A estas acciones relevantes se suman otras cuestiones como el seguimiento de la línea de sucesión en divisiones menores, la planificación y gestión contractual, el feedback permanente con los contactos que nos acercan oportunidades y la evaluación permanente del modelo institucional, entre otros puntos de análisis. Pero, sin duda alguna, la base fundamental para atravesar exitosamente la etapa de mercado se construye a partir de dos pilares: la información y la comunicación.

Nicolás Di Pasqua

Detection, Recruitment, and Selection of Talents

 What is the key to discovering the next football star? In today's high-performance sports, one of the most critical aspects is identifying and developing talents. Finding and bringing a player to their maximum potential is a challenging task and requires exhaustive study and well-defined methods.

Talent in sports, especially in football, can be defined as the natural ability to perform at high levels. What makes a player talented? Hahn defines it as the superior disposition to achieve high performance. Salmela prefers the term "expert," highlighting the importance of experience and continuous training. García Manso suggests accompanying the term "talent" with an adjective to place it in context, such as "sporting talent," to emphasize its specific great capabilities.

The detection of talent is the first step and is based on predicting the future success of young athletes. Leguer explains that identifying talents consists of foreseeing if a young person can adapt to training and develop the technical skills necessary to advance. In football, this involves recognizing promising individuals through measures that predict their future performance, such as their speed, endurance, and basic technical skills.

Once the talent is detected, the next step is selection, which seeks to choose those who can excel in the medium term. Nadori defines selection as the process of individualizing people with talent and favorable attitudes toward the sport, using scientific methods and tests. López Bedoya adds that it is a short-term prediction of an individual's capabilities within a group, considering attributes, learning level, training, and maturity needed to stand out.

In football, Franks proposes an essential sequence: detection, identification, selection, and talent development. Why is this important? Because talent, although it is the basis for achieving excellence, must be discovered and adequately stimulated. Its identification is only the first step; afterward, an intensive and systematic training process is crucial to transforming potential into real performance.

Historically, there has been little interest in the issue of talent due to the belief that it arises spontaneously. However, today, research is oriented towards three main areas: early talent detection, performance optimization through a multifactorial analysis (biological, technical, methodological, and psychological), and talent development through a comprehensive sports curriculum.

At what age should we start looking for talent? This is a question that still generates debate. Early detection allows planning a systematic and long-term process to maximize the young athlete's potential. However, it is essential to consider the Relative Age Effect (RAE). This phenomenon favors players born in the first months of the selection period, who often show greater physical maturity and, therefore, may be preferred unfairly over others with equal or greater potential but less initial physical development.

The Relative Age Effect (RAE) manifests in two main ways in youth football. First, players born in the second half of the selection period often struggle to compete with those born in the first months of the category, which can demoralize young talents, leading them to abandon the sport before having the chance to demonstrate their true potential. Second, scouts may overlook players who seem less physically developed without understanding that their technical and tactical skills may be equally promising.

To counteract the negative impact of RAE, it is crucial to reform the selection and development processes. How can we do this? Clubs must implement comprehensive evaluation systems that value long-term potential over immediate performance. Adjusting recruitment ages can mitigate differences, creating a more equitable environment for all aspirants.

The dilemma of whether a player is born or made is recurring. In the past, it was believed that innate talent was enough to achieve success. Today, it is recognized that both aspects are important: having adequate minimum conditions and establishing a thorough work program. The combination of natural ability, motivation, and proper training is essential for talent development in football. It is not enough to have innate qualities; a long-term systematic work process is needed to achieve high performance.

How is this talent selection carried out? It is common to hear that the best way to identify talent is competition. However, this does not consider the gap between biological and chronological age, which can cloud perception and lead to errors in talent identification. Each club has its own selection system, generally based on the experience and criteria of the coach or technical staff. Few clubs have objective and systematic models for talent identification and development.

The process of training and developing talents has followed two organizational models: the reference model for high performance and the intermediate models that define the athlete in their different stages of development. Reference profiles usually focus on sports performance, oriented towards morphological and conditional keys, but rarely consider cognitive, psychological, or social aspects.

For example, Barcelona has been known for its approach at La Masia, its youth academy, which focuses not only on football skills but also on the personal and academic development of players. This philosophy has produced world-class talents like Lionel Messi, Xavi Hernández, and Andrés Iniesta. Another example is Ajax Amsterdam, whose academy focuses on technical and tactical development from an early age, fostering a possession-based and attacking mindset.

In addition to these models, anthropometric indicators are also essential. Measurements such as height, weight, and body mass index (BMI) can provide valuable information about how a young player will develop physically. Speed and the ability to accelerate quickly are especially important in attacking and defensive roles. Physical strength allows players to win duels and stay firm under pressure, while overall physical fitness is essential to maintain a high level of performance throughout the match.

In conclusion, talent identification in football is a multifaceted process that combines science and art. Scouts must recognize talent not only for its current skills but also for its development potential. Understanding and applying development models, along with considering factors such as the Relative Age Effect and other physical attributes, are essential to discovering and nurturing future football stars.

Looking to the future, several challenges and fundamental questions arise: How can we improve detection methods to ensure no potential talent is missed? How can we balance the consideration of physical attributes and technical skills for a fairer and more complete evaluation? What roles do psychology and motivation play in talent development, and how can we better integrate them into training programs? Additionally, how can we adapt our selection systems to minimize the negative effects of the Relative Age Effect and ensure all young people have equal opportunities for success?

These questions underscore the need for a holistic and dynamic approach to talent recruitment and development. The key will be in the continuous innovation and adaptation of our methodologies, as well as the integration of multidisciplinary knowledge to create a detection and development system that is inclusive, fair, and effective. The future of football depends on our ability to free this sport from biases and prioritize true talent over physical maturation, ensuring that every player is recognized for their skill, regardless of when they were born. Ultimately, ensuring equity and fairness in talent selection and development will not only improve the level of play but also reinforce the fundamental values of the sport.

Calvin Dannwolf