Long-term chief leaves Brisbane to join AFL executive
Renowned club chief executive Greg Swann is departing reigning premiers Brisbane after being lured to AFL headquarters.
Swann has accepted an offer to fill one of the most challenging administration roles as the AFL's executive general manager football performance.
Swann, who has been involved in club administration for more than 25 years, will oversee hot issues including the match review system, umpiring and laws of the game.
Brisbane CEO Greg Swann will take up the AFL's new position of football performance executive.Details: https://t.co/dSCZUHqTLA pic.twitter.com/Pk7wOU0Oty
— AFL (@AFL) June 2, 2025
Those flashpoint areas had previously fallen to executive general manager of football Laura Kane, who was demoted in an executive reshuffle last week.
AFL chief executive officer Andrew Dillon has split Kane's role, with the experienced Swann to depart Brisbane and start at the AFL on July 21.
Kane will now be responsible for football operations for the AFLW, VFL and VFLW, among other duties, while Swann will take over the AFL's football performance.
Swann has held chief executive roles at Collingwood (from 2000), Carlton (from 2007) and the Lions since 2014.
"Greg, across his 26 years leading clubs, has earned a reputation as one of the most passionate and accomplished football CEOs in AFL, steering the on and off field turnaround of three of the competition's proudest clubs," Dillon said in a statement on Monday.
"Greg has a deep love and understanding of the game, he respects its heritage and has a great instinct on the future direction of footy.
"He understands how much it means for so many people. "As I said last week, the game is the reason we exist; it is as big and as good as it has ever been, and the AFL football department must continue to evolve."
Swann's CEO role at Brisbane is expected to be filled by the Lions' chief operating officer Sam Graham.
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We've reached the breadth and scale where we're dealing with organizations where there's hundreds of thousands of people, or states with 50,000 deployments of people and requirements. We can cover end-to-end, but also have the scale to handle a large project that goes across multiple technology domains and supports a smaller event, and all of a sudden it surges to hundreds of thousands of people. Everyone is getting used to [the fact] that customer experience needs to be world-class; there's expectations there. Ultimately, the Wi-Fi is going to be fast, strong and secure. And then going into these new technologies to a real beneficial evolution, where it's creating new user experience, new knowledge, but is also driving a backend that's going to create a lot more capacity demands on the networks, on the infrastructure. You've got to be able to tie it all together. We've got 5,000 enterprise customers across the country: both state and federal, and then large enterprises like the Kraft Group. You're talking about lots of upgrades, but what will fans, players, vendors and employees actually notice? Israel: The fans are going to notice these little things like the changes in applications. We'll have more autonomous concession locations where you can just go in, check into the location, pick your product, walk out. It's frictionless engagement. In other areas, our club and suite locations, we'll see changes in how people can engage the absorption of IP TV: more dynamic programming, potentially changing what an individual suite holder can see or control in those scenarios. We have a stadium that's 20 years old. When you look at some modern stadiums coming in— whether it's SoFi in California or Allegiant in Vegas—[we're looking at] things that they're doing there and saying we need to up our game. Our stadium is used as a convention center year-round. We have events going on almost every day and [we are] making sure that we're in that competitive landscape. When you look at us versus the Massachusetts State Convention Center in Boston, we want to make sure that we're on par. The Kraft family is always looking to invest in the stadium, keep it up to date, modernizing. But at the same time, [Kraft Group President] Jonathan [Kraft] and [CEO] Robert [Kraft] are very entrepreneurial in terms of what do we need to do that's different. Getting that support from ownership is key. I'm walking in with an idea, and maybe sometimes the ideas don't come to fruition, but I'm given the chance to bring things forward and saying, how can we take that step? Players are coming out of colleges and walking into an NFL environment expecting more. That's what our player facility is going to be. How do I take information coming out of the weight rooms and bring that and put that in the coach's hands to say, 'Did Jim do all of his pushups today? How much is he lifting? What are we seeing?' Those types of pieces. Where can AI enhance the teams, whether it's soccer or football? I don't have those answers today. I need to sit with the coaches and say: What would you like to see from that side? How can we brainstorm together? I don't know what a football coach is looking for. Did someone line up incorrectly at the line of scrimmage? Are they doing things a certain way? How can I help them with systems to mentor, train and teach the players? That requires us collaborating. Something as simple as a coach telling me, 'I don't like to sit at the front of the room and just teach. I need to be able to walk around the room. I need to have a tablet in my hand, and as I'm marking on my iPad, I want that to project up on the screen.' These are easy wins, but if I don't hear that, I can't supply that solution. One of the first things you said was that you like to be able to have a predictable plan. So how do you plan and get everything in place for not only the capabilities of today that you want, but the capabilities of tomorrow that no one has even thought about yet? Israel: You're making sure that you have room for growth in the systems that you have and that you have management and measurement systems in place. We have a very well established network operation control system and a security operations control system, in which we can monitor at all times what's the utilization on these systems, what's going on, what's the bandwidth, how are they operating? Then we can predict, 'Maybe I bought this thinking it was going to be a five-year investment, but do I need to do something in the midst of that life cycle?' And that will also happen when all of a sudden, in the middle of a process, we're going to build out a new north end zone and the traffic is going to wind up changing with 30% more than last year. What do I need to do to adjust the network for that? Life changes quickly. Those are the types of things that we adjust accordingly, but as long as my core network is there and it can support this, that's ultimately what we're looking to supply. Sullivan: In technology today, we talk about the application enhancement piece or the user experience piece: if you have the right backbone and infrastructure and support the capacity. This is very different than 15 years ago, when you had to put in some major software program with some of the AI technologies and features. Today, it's learning, and then a new feature could come on that you could just add into the user experience. It's pretty incremental once you have this base plan, and that can be added in on the fly, versus having to do some major infrastructure. It does provide a lot more flexibility, a lot more agility for applications or innovations that didn't exist today, but six months from now they do exist and you can put them in place. What advice do you have for CIOs looking to bring more technology to their facilities, thinking about not only what to do today, but what to do in the future? Israel: Ultimately, it's not just if you build it, they will come. If you're building it, you need to be brainstorming how you're going to use it, and you need to have relationships with all of your stakeholders to understand what's holding them back, what would they like to see? In some cases, they don't know what they don't know, and we have to take these technology discussions, take the technology out of it, and think about how are we going to provide solutions. Sullivan: We did 5,000 distinct deployments last year. The really successful ones are driven with a positive outcome you're trying to get to. Collaboration and a partnership between the two as a seamless team really drives the most success to drive those outcomes.


New York Times
an hour ago
- New York Times
Sir Dave Brailsford was an architect of Man Utd's ‘disaster' season but his legacy is still salvageable
Fifteenth in the final league table. Their joint-fewest points since the club's most recent relegation more than a half-century ago. No European football next season for the first time in more than a decade. A 'disaster' of a campaign, all in all, as the team's head coach himself freely admits. But there will at least be a fancy new hydration point in the revamped canteen at the training ground next season. Advertisement Marginal gains, indeed. Sir Dave Brailsford is stepping back from his role at Manchester United following yet another reshuffle of Old Trafford's leadership team under co-owner Sir Jim Ratcliffe. And perhaps it should be no surprise that the high priest of high performance in UK sport will be taking on diminished responsibilities following the club's lowest top-flight finish since they ended up second-bottom in 1974. Yet Brailsford's withdrawal from United duties is being described as a natural evolution by sources within Ratcliffe's INEOS empire, who asked to remain anonymous to protect their positions. They portray it as his work embedding a new management structure at United over the past 18 months now being complete. The 61-year-old will return to his wider portfolio at INEOS Sport, including his true passion of cycling, increasing his level of support to the latter's INEOS Grenadiers team. He will still be involved in United's affairs and keeps his seat on the club's board of directors. Brailsford had been less of a presence around United's Carrington training complex of late in any case, although that was at least partly because he suffered a broken leg on a skiing holiday earlier this year and has spent time recovering at his home in Monaco. But even before that unfortunate accident, there had been scepticism among figures who know Brailsford over whether his day-to-day involvement with United would last beyond the end of the season. Initial impressions of Brailsford among club staff were positive. He did most of the talking when he and Ratcliffe addressed employees for the first time in January last year, speaking frankly about the club's underperformance and future challenges. One of Brailsford's first presentations to the players left such an impression on forward Marcus Rashford that — days after missing training following a night out in Belfast — he requested a one-on-one meeting. Brailsford then had further individual chats with every squad member. Advertisement Yet amid a whirlwind start, which involved shaking as many hands around Carrington as possible in the days following the agreement of Ratcliffe's share purchase, some were left with the impression he was attempting too much, too soon and spreading himself too thinly as a result. Other interactions with United personnel were less impressive than that first meeting — one reference to sacrificing lavish Monaco for rainy Manchester went down poorly — or betrayed the sense that, by Brailsford's own admission, when he watches football, he is 'watching in black and white'. Clearly, his established reputation for delivering best-in-class, elite processes has not been immediately reflected in the team's results. And even away from the pitch, focusing purely on decisions taken by United's sporting leadership, there are already several blots on INEOS's copybook. Brailsford was part of the botched process which led to manager Erik ten Hag having his job security undermined, his contract extended and his employment ultimately terminated all in the space of five months, although he was far from the defining voice in that debate. He was more influential in the decision to target, pursue and eventually appoint Dan Ashworth as sporting director, having collaborated with him during the latter's time at the Football Association. Ashworth's swift demise — again, after just five months — might have damaged Brailsford's standing but if anything it increased his level of responsibility, creating a vacancy within United's hierarchy that he, chief executive Omar Berrada and technical director Jason Wilcox, two more INEOS choices, needed to fill. Even then, not all of Brailsford's instincts and ideas were acted upon. He had reservations over United's habit of touring far-flung destinations in pre-season and prioritised player recovery over the commercial benefits of packed schedules. The fact head coach Ruben Amorim and his players have just got back from Malaysia and Hong Kong after United's first post-season tour in 39 years, ahead of spending a chunk of pre-season in the United States, shows where priorities ultimately lie. Advertisement There was also the mixed response to his launch of 'Mission 21' and 'Mission 1', initiatives to win United's 21st and first Premier League and Women's Super League titles respectively, ideally dovetailing with 'Project 150', the club's 150th anniversary in 2028. While some at Carrington note the arbitrariness of those targets, or understandably scoff at suggestions to print T-shirts and banners bearing those slogans, part of their purpose was to shake the club from a stupor, having not won the Premier League since 2013. Brailsford noted an inertia about United during his first few months in Manchester, a lack of purpose and motivation. It is not an uncommon complaint — something even Amorim has echoed when he said United as a club were in need of a 'shock' while nosediving towards the relegation zone in December — and, ultimately, one that Brailsford's blue-sky thinking has not fully resolved. But ask Ratcliffe and he would chiefly describe Brailsford's purpose at United as improving elite performance — best illustrated by the £50million redevelopment of the men's training building at Carrington, announced last summer, which is scheduled to open in time for the players' return in early August from that trip to the States. Easy quips about hydration stations aside, Brailsford's impact on United is only likely to be felt on this wider, overarching scale and over the longer term. One of his priorities in the early days under Ratcliffe was to make key, high-ranking appointments quickly, to create a sense of momentum. But as he now retreats into the shadows, his chief legacy may be in how the executive team he helped put in place now fare. Ashworth's appointment was clearly a mistake, wherever the blame for it may lie. Berrada led on the identification and securing of Amorim as Ten Hag's November successor, but the jury is most definitely out on whether he will be a success. And to coincide with Brailsford stepping back, Wilcox takes on the title of director of football — a position he last held for little more than a year at Southampton, largely while they were in the second-tier Championship. Advertisement Wilcox has fulfilled many of the duties typical of the role while serving as technical director, and is highly regarded after his six years as youth academy director at Manchester City, but this summer will be his greatest test yet. There can be no doubt that he and Berrada are the key figures in United's football operations now, a structure Brailsford helped build. And from now on, the gains need to be more than marginal.