A22 is committed to bringing solutions to the most pressing issues facing football today. These include the need to improve pan-European competitions, make top flight football more accessible to all fans, address financial instability at club level, increase investment into the women’s game, and improve the competitiveness of domestic leagues.

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Changing European Club Football For The Better.

A22 Sports Management was formed to sponsor and assist in the creation of the new European Super League. We recognise European football's rich heritage and see its potential for a more dynamic, inclusive and sustainable future. We believe club football at European level requires fresh thinking and can be meaningfully improved incorporating a profound respect for the game's traditions. We are committed to enhancing fan experience across both men's and women's football, while ensuring financial sustainability.


The ten principles were developed in partnership with a wide range of stakeholders and are the cornerstone of all our proposals.

The European football league should be an open, multi-divisional competition with 60 to 80 teams, allowing for sustainable distribution of revenues across the pyramid. Participation should be based on annual sporting merit and there should be no permanent members. Open qualification based on domestic performance would grant rising clubs access to the competition while maintaining competitive dynamics at domestic level.

Participating clubs should remain fully committed to domestic tournaments as they do today. At the same time, the critical need to strengthen and make more competitive domestic tournaments across the continent must be addressed. European competitions should play a pivotal role in helping to achieve this goal by generating and allocating additional resources throughout the system.

Improving the competitiveness of European clubs requires additional financial resources to be shared across the pyramid and strictly enforced Financial Sustainability rules. Clubs also need greater stability and predictability in annual revenues so they can make sensible, long-term commitments to player and infrastructure expenditures. Substantial improvements in the format and attractiveness of the current European competitions would generate additional resources. Stability and predictability in revenues would be dramatically improved by offering clubs a minimum of 14 guaranteed European matches each season.

The health of players must be a key component in determining the number of matches each year. The number of European club competition match days should not be increased beyond those in currently planned competition calendars. Player organisations should be involved to safeguard players’ health and social dialogue across the EU should be promoted. Importantly, European clubs and players should not be obliged to participate in expanded or new tournaments imposed by third parties.

European club competitions should be governed by the clubs as they are domestically, not by third parties who benefit without taking any risk. The governance structure must be fully compliant with EU law. To improve sustainability, spending should be based only on resources generated, not from competition-distorting capital injections. Financial Sustainability rules should allow clubs to only spend a fixed percentage of their annual football-related revenue on player salaries and net transfers with appropriate provisions for smaller clubs and transition rules.

In developing a pan-European competition, the aspiration must be to create the most exciting sporting event in the world. Football fans deserve the best matches and the best experience. It is also critical that younger generations, attracted by globally expanding US sports and digital entertainment, continue to embrace football as the most loved sport in the world. This can only be achieved with competitions that enable the world’s best players to compete throughout the entire season with exciting matches from beginning to end.

Football is the people’s game and dialogue with fans and independent fan groups is essential to discover ideas which can improve the fan experience. Additional measures should be taken to facilitate fan attendance at away games. There should also be standards for infrastructure to bring football stadiums up to consistent, high levels of quality, enhancing the live football experience.

Football stakeholders should promote and develop the women’s game by putting it “centre stage” side by side with men’s competitions. To achieve this goal, financing should be significantly expanded beyond existing contributions from women’s European club competitions. Investments should be provided not only at a professional but also at grassroots level.

Grassroots solidarity is an essential pillar of European football and should be increased far beyond current levels. As previously announced, a minimum of €400 million per year to grassroots solidarity, non-participating clubs and social causes – more than two times the contribution from existing European Club competitions – should achieve this objective. Transparency should be ensured via the supervision of independent authorities with clear annual reporting on spending and its impact.

European football and its stakeholders must embrace the values, laws and fundamental freedoms of the EU. Further, no European club should be forced to dispute resolution systems outside the EU rule of law. The jurisdiction of sport arbitration should be strictly limited to matters of sport. Any other disputes should be addressed to the appropriate forum. All cases should be under the ultimate supervision of the judicial system of the EU.


Led by CEO Bernd Reichart, our team is comprised of experienced professionals from the sports and media industry. Each member brings unique expertise, united by a passion for football.

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Want to know more? Get in touch with our team. Our mission is to implement these changes responsibly, ensuring a sustainable and prosperous future for the sport.

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