Phase one of Manchester United’s sweeping transformation is complete.
A staggering 450 redundancies. A near-total overhaul of senior management. Rapid and deliberate change designed to deliver clarity, stability and a new direction for the club.
Now, following the exodus, comes the rebuild — the next stage of Sir Jim Ratcliffe’s vision for Manchester United.
When Ratcliffe purchased a 27.7% stake in the club for £1.25bn on Christmas Eve 2023, he vowed to restore United to the pinnacle of English football — and make it financially sustainable.
Mounting losses of £113.2m by June 2024 prompted Ratcliffe to warn that, without urgent action, the club could “go bust” by Christmas.
The on-field shake-up was swift and decisive. Erik ten Hag was replaced by Ruben Amorim, over £450m was spent strengthening the squad, and £50m went into redeveloping the Carrington training base.
Behind the scenes, the changes were even more profound.
Executives found the club “over-dimensioned” — burdened by excessive staffing and inefficiencies that made Champions League qualification essential just to balance the books.
The result: two rounds of job cuts totalling 450 redundancies, painful but deemed necessary to streamline operations and redirect resources more effectively.
United’s data division best illustrates the transformation. Once described by Ratcliffe as being “stuck in the last century,” it has been revolutionised under Michael Sansoni, who joined from Mercedes F1 as director of data.
Sansoni has overhauled the club’s analytics infrastructure, embedding data-driven insights into recruitment, performance and training. Insiders now claim United’s analytics department ranks “among the top four” in world football.
A new hiring model prioritises “versatile, multi-skilled individuals” capable of operating across multiple disciplines.
At senior level, 19 major appointments have reshaped the club’s hierarchy. Among those staying on are COO Collette Roche — overseeing plans for a 100,000-capacity stadium and wider Old Trafford redevelopment — and Martin Mosley, general counsel since 2024.
Their continuity bridges the pre- and post-Ratcliffe eras, complementing new arrivals such as CEO Omar Berrada (Barcelona/Manchester City), chief business officer Marc Armstrong (PSG), performance director Sam Erith (Manchester City/Tottenham/FA), and recruitment head Christopher Vivell (Chelsea/Red Bull).
Trusted Ineos executive Roger Bell now serves as CFO, while Kirstin Furber joins from Channel 4 as people director. Additional hires include new leaders in sports medicine, nutrition, soft-tissue therapy, and academy operations — a full rebuild of the club’s professional ecosystem.
Many of the figures once central to United’s public image and internal decision-making are gone, replaced by a streamlined, modernised structure.
Not all changes have gone smoothly. The departure of sporting director Dan Ashworth — just five months after a £3m move from Newcastle — underscored the challenges of alignment within the new regime. Despite high regard for his abilities, differences over his role’s scope led to an amicable but costly split, with compensation reportedly around £4m.
Approaching the second anniversary of Ratcliffe’s arrival, the transformation is already measurable. Losses have fallen to £33m as of June 2025, and profitability is within sight.
The Glazer family remain involved, but operational leadership firmly rests with Ratcliffe and his team.
“Short-term results matter,” said one club insider, “but our focus is the medium and long term.”
European qualification this season is the target — but the ultimate ambition remains far higher.
“At Manchester United,” said a source close to the leadership, “the mindset must always be about winning the Premier League and Champions League. That pressure is immense — but it’s also a privilege.”
