SUMMER 2025 OUTGOINGS

SUMMER 2025 INCOMINGS

The Summer of 2025 was one of adding quality not quantity to the First Team Squad. With Ferguson, Gomes and Quansah, the signings were all under 25 years old also so signings with potential to improve and progress.

Mens First Team - Squad List - June / July - 2025/2026

Allsop - New 3 Year Deal
Donovan - New 3 Year Deal

January 2026: A Moment of Transition​

By January 2026, the foundations of the new sporting landscape had been laid. What followed was no longer construction, but stewardship.

For Matthew Manson, the turn of the year marked a deliberate step back from the front lines of New World Pro-Wrestling (NWPW). Throughout late 2025, operational control had increasingly shifted to Shane McMahon, supported by senior executive teams based in both the United States and Japan. McMahon had embraced a Dana White–style public-facing role, while regional leadership groups handled day-to-day operations, broadcast coordination, and talent governance.

Manson viewed this as the natural conclusion of his role in NWPW. The architecture was complete: governance, calendars, weight classes, broadcast agreements, and international reach were all firmly in place. In his view, the promotion no longer required a single guiding hand, but rather trusted operators executing within a clearly defined framework. Having moulded and structured the organisation, he felt his job there was done.

NASL and MLS: Structures Set​

Elsewhere, the football project had reached a similar stage of maturity.

The North American Soccer League (NASL) headquarters in Irvine, California was now fully operational. Staffing was complete, licensing departments were active, and long-term expansion frameworks for State and Interstate Leagues had been approved. The focus had shifted from theory to execution: club compliance, stadium completion, and final alignment ahead of the August 2026 kickoff.

Meanwhile, Major League Soccer (MLS) remained headquartered in New York City, with Don Garber and Dan McDonough firmly front and centre of both organisations. Their role had evolved from expansion-driven growth to system leadership—overseeing competitive balance across the Super League, Second League, and Third League, while Garber coordinating closely with and McDonough and the NASL on promotion, relegation, and licensing enforcement.

For the first time, the two organisations operated not as rivals or parallel systems, but as interlocking parts of a single pyramid.

Pershing, Capital, and the Next Horizon​

Behind the scenes, Pershing had begun quietly exploring new investment opportunities. While its holdings in Birmingham City and New World Pro-Wrestling remained core assets, there was a growing belief that the next phase of growth lay beyond traditional football and wrestling.

Manson, now largely advising from Las Vegas and Dubai, played a key strategic role. His relocation was not symbolic; he had personally invested in a property development group operating across the Gulf region, and Dubai had become both a financial base and a gateway to broader international opportunities.

By mid-to-late 2025, internal discussions had increasingly turned toward combat sports, particularly MMA and boxing. The success of TKO Group Holdings, following the consolidation of UFC and WWE, had not gone unnoticed. The appeal was clear: global audiences, streamlined governance, and commercial scalability across multiple disciplines.

While no formal bids or announcements had been made by January 2026, Manson was actively “putting feelers out”—holding exploratory conversations, assessing market fragmentation, and evaluating where a unified structure might succeed in the way UFC had two decades earlier.

A Pause Before the Next Push​

January 2026 was not a month of launches or announcements. Instead, it was a pause—intentional and earned.

The soccer pyramid was set, awaiting its August debut. Governance teams were in place, stadiums nearing completion, and sponsors locked in for the long term.NWPW was operational, its identity secured and events underway each week on Amazon Prime. Birmingham City was starting to establish itself back in the English Premier League with the Brickworks regeneration project underway.

For Manson, it was a rare moment to step back, observe, and consider what came next. The builder had become an adviser. The architect, a strategist.

And while nothing new had yet been unveiled, it was clear that the next chapter—whether in football, wrestling, or combat sports—was already being quietly shaped.

2025 / 2026 - Birmingham City - B Team



LOANS OUT - 2025/2026

WINTER TRANSFER WINDOW 2026 INCOMINGS

The Winter of 2025 was a quiet one with only one new signing. The capture of Raheem Sterling from Chelsea on a Free Transfer on a 3 Year Deal made sense to continue to add experience to the Birmingham City squad.

WINTER TRANSFER WINDOW 2026 OUTGOINGS

The Winter of 2025 was about continuing to move on players who potentially would be unable to step up and make an established long term Birmingham Premier League / European Squad. Asante moved to Coventry for £6M and Ethan Laird to Middlesbrough for £4M.

EPILOGUE
We Say Goodbye

Las Vegas, January 2026.
The city was alive in a way only fight week could create. Hotels full. Media everywhere. Fighters moving through lobbies like main characters in their own stories. For Bellator LLC, it was the moment everything had been building toward.
For Matthew Manson, it felt like the end.

️ The Final Week​

“The ONE” fight week had delivered exactly what it was supposed to.

Momentum. Attention. Validation.

Manson moved through it all quietly—meetings, handshakes, brief conversations—but without the urgency that had defined the previous year. There were no fires to put out. No deals to close at the last minute.

That work had already been done.

On fight night, inside the Michelob Ultra Arena, he took his seat ringside.
Front row.
Not as an operator. Not as the man pulling the strings.

Just as an observer.
The lights dimmed. The broadcast began. And as the event unfolded, it became clear—Bellator LLC didn’t need him anymore.
That wasn’t a concern.
It was the point.

The Structure Was Complete​

By January 2026, everything was in place.

• Bellator MMA under John Martin
• Bellator Boxing under Garry Jonas
• NWPW fully alive and under daily management by Shane McMahon, Harold Meji and Cary Silkin

Each division had its own leadership. Its own systems. Its own direction.

Above them all, reporting lines were clear—ultimately leading back to Bill Ackman and Pershing Square Capital Management.
The ecosystem no longer needed a builder.

It needed executives.

The Builder’s Mindset​

Manson had always known this moment would come.
He wasn’t a long-term operator.
He was a builder.

Starting in Hong Kong with the rebirth of the Hong Kong and Macau League System, to Project 26, building the new MLS / NASL Soccer Pyramid since 2015.

Since the late 2010s, the idea had been forming—a new kind of wrestling organisation. Structured. Global. Sport-driven. Something different.

That idea had become New World Pro-Wrestling.

From there, it expanded.
Acquisitions. Negotiations. Alignments. The creation of Bellator LLC itself.
What started as a concept had become a functioning system spanning three combat sports.
There was satisfaction in that.

But not attachment.

Time to Move On​

For Manson, the next chapter had already begun—long before this one officially ended.

Property development.

Los Angeles.
Las Vegas.
The Middle East.

Real assets. Real infrastructure. Projects that existed beyond broadcast schedules and event calendars.
The same principles applied—vision, timing, execution.
But it was different.
And that was the point.

The Quiet Exit​

There was no announcement.

No press release.
No farewell speech.
Just a gradual, deliberate step away.

The teams were in place.
The leadership was established.
The reporting structure was clear.

Manson’s role had reduced to almost nothing—by design.
He had seen it through to the moment it could stand on its own.
And then, he let go.

The Real Achievement​

Bellator LLC wasn’t just another promotion.
It was proof of concept.

That you could build:

• A global wrestling organisation
• A rebranded MMA platform
• A competitive boxing entity

And align them under one vision.
For Manson, that was enough.

The End of an Era​

As the streamers came down over Okada in the ring and the crowd inside the Michelob Ultra Arena rose to its feet.

Manson stayed seated for a moment longer.

Taking it in.

Not the whole event —but the system behind it.
Then he stood.
No entourage. No attention.
Just another figure leaving the arena.

Outside, Las Vegas carried on as it always did.
Inside Bellator LLC, the next phase was already underway.
And for the first time in years, Matthew Manson had nothing left to build there.

It had been an idea.
Then a project.
Then a reality.

Now, it was someone else’s to run.

Idea - To create 'Affiliate Clubs' that play within the English Pyramid. Belief is that affiliate clubs locally could be the bridge for academy players to get competitive gametime while keeping the confines of the pyramid.

There would be pushback of course.

⚽ 1. At a club-to-club level: you’re absolutely right​

A deal between Birmingham City F.C. and Solihull Moors F.C. could be a textbook “win-win” if structured properly.

For Birmingham:​

• Reliable pathway for U21s → real senior football
• Control over development style and minutes
• Less reliance on random loans

For Solihull:​

• Higher-quality players than they could normally attract
• Financial stability (funding, facilities, staff)
• Increased visibility and competitiveness

On paper, it’s exactly the kind of local ecosystem people say they want.

⚖️ 2. The problem isn’t the deal—it’s the replication​

Where your argument gets challenged is here:

“What happens when 15–20 big clubs do the same thing?”

Click to expand...

Because then:

• Multiple lower-league clubs become development hubs
• Competitive balance shifts
• Some independent clubs get squeezed out

That’s when people stop seeing it as:

“Evolution”

Click to expand...

…and start seeing it as:

“Structural takeover”

Click to expand...

3. So the key is controlled evolution (this is your breakthrough)​

You’re actually describing something very viable if you limit scale and define purpose.

Instead of:

“Any club can do this”

Click to expand...

You make it:

“Designated Development Club System”​

Core principles:​

Scarcity (this is crucial)​

• Only a small number of licences available
• Only for clubs meeting strict criteria (Cat 1 academies via Elite Player Performance Plan)

This stops the pyramid being flooded

Defined role​

Affiliate clubs are explicitly:

“Development-focused competitive clubs within the pyramid”

Click to expand...

Not full B teams—but not fully independent either.

Competitive safeguards​

• Max % of parent players (e.g. 50–60%)
• Minimum contract stability (no mid-season squad stripping)
• Independent manager + board

Mandatory redistribution​

• Annual payments into:
  • National League
  • Grassroots football
• Infrastructure funding baked into the licence

4. Reframing your idea (this makes it sellable)​

Right now, your pitch sounds like:

“Let big clubs use smaller clubs as feeders”

Click to expand...

That triggers resistance immediately.

Instead, position it as:

“A regulated system that:

Click to expand...

• Keeps clubs alive financially
• Improves English player development
• Replaces exploitative multi-club ownership
• Strengthens the domestic pyramid”

Same idea, completely different reaction.

⚔️ 5. The unavoidable tension (and why it actually helps your story)​

Even with all safeguards:

• Traditionalists will hate it
• Some clubs will refuse to participate
• Fans will debate “soul vs survival”

That tension is not a flaw—it’s what makes it realistic.

6. Your core idea, distilled​

What you’re really proposing is:

Not feeder clubs
Not B teams
Not multi-club ownership

But:

A regulated development layer inside the English pyramid

Click to expand...

That’s actually a really strong, modern concept.

1. PILOT FRAMEWORK: “SENIOR AFFILIATE DEVELOPMENT LICENCE”​

Concept Name:​

Elite Senior Affiliate Development Scheme (ESADS)

Purpose:​

Create a structured pathway where elite academy graduates (18–22) transition into senior football via a competitive “affiliate club” environment.

Core Relationship:​

• Birmingham City FC = Development origin club
• Solihull Moors FC = Senior Affiliate club

No ownership transfer
No operational control
Pure regulated partnership + funding agreement

2. FINISHING SCHOOL MODEL (AGES 18–22)​

Core Idea:​

Players leave academy football at 18 and enter a real senior environment immediately, not youth leagues.
They remain in the system until age 21–22, where their career pathway splits.

Development Window:​

• Age range: 18–22
• Minimum exposure: 30–50 senior matches per season target
• Physical league adaptation is the priority

3. SQUAD STRUCTURE (80 / 20 RULE)​

80% Birmingham Development Cohort (16–18 players)​

Profile:​

• Ages 18–22
• Academy graduates from Birmingham City
• Permanently contracted to Solihull Moors

Financial structure:​

• Birmingham funds development system via ESADS agreement
• Players are registered as Solihull players
• Birmingham retains:
  • Buy-back rights
  • 60–80% sell-on clauses (UPDATED)
  • First refusal clauses on transfer bids

Key shift: Birmingham influences value capture, not squad control

20% Solihull Independent Core (4–6 players)​

Profile:​

• Fully Solihull-owned senior professionals
• Age 23+
• Experienced National League / EFL players

Role:​

• Leadership
• Physical balance
• Competitive identity preservation

4. CAREER PATHWAY (THE SYSTEM ENGINE)​

ENTRY (AGE 18)​

Player graduates Birmingham academy → signs for Solihull Moors

• 2–4 year contract
• Immediate senior football exposure

DEVELOPMENT PHASE (AGES 18–21)​

Players accumulate:

• 30–50 senior matches per season
• Tactical + physical development in real league football
• Performance tracking aligned with Birmingham standards

DECISION POINT (AGE 21–22)​

Every player exits the system into one of three pathways:

OPTION 1: RETURN TO BIRMINGHAM FIRST TEAM​

• Buy-back triggered OR internal recall agreement
• Joins Championship/first team squad rotation
• Priority pathway for top performers

OPTION 2: EXTERNAL TRANSFER (HIGH VALUE MODEL)​

• Sold to EFL / European club
• Birmingham receives:
  • 60–80% sell-on clause (UPDATED)
  • Optional matching rights
  • Development compensation fee

This is now a major revenue recovery mechanism

OPTION 3: REMAIN AT SOLIHULL​

• Becomes senior core player
• Stabilises next generation
• Adds continuity and leadership

5. FINANCIAL MODEL (UPDATED FOR SENIOR AFFILIATE OFFSET)​

Birmingham Contribution (~£1.8M–£2.5M annually)​

Structured funding:​

• £1.0M → Development system funding (players, coaching, analytics)
• £600k → Infrastructure + facility uplift
• £400k → Performance & progression bonuses
• £300k → League-wide solidarity payment

⚖️ KEY PRINCIPLE:​

Solihull Moors FC is financially offset but operationally independent

Meaning:

• Birmingham pays for development ecosystem
• Solihull still runs club operations, recruitment (20%), identity

Wage Model:​

• Solihull holds all player contracts
• Birmingham does NOT directly pay wages
• Instead funds are distributed as development grants

League Eligibility:​

• Solihull may compete in any tier below Birmingham City FC
• No artificial ceiling (UPDATED per your request)

However:

• No promotion restrictions are imposed here
• Competitive integrity is managed via squad rules, not league bans

Squad Rules:​

• Minimum 6 U22 players must start each match
• Maximum 3 over-23 players
• Minimum contract stability rules (no churn recruitment)

Safeguards:​

• No direct dual registration manipulation
• No in-season mass recall of players
• No match interference from Birmingham

7. MATCHDAY & CLUB IMPACT​

Attendance Impact:​

• Baseline: ~2,500
• Post-model: 4,000–6,000 range potential

Drivers:

• Higher-quality young talent
• Birmingham-linked fan interest
• Strong “future stars” narrative

⚽ Playing Identity:​

• High-intensity development football
• Tactical alignment with Birmingham philosophy
• Solihull retains matchday autonomy

Competitive Position:​

• Expected range:
  • Mid-table → Playoff contender (varies by cohort strength)

8. WHY THIS VERSION WORKS​

This is now structurally different from traditional feeder systems because:

✔ No ownership control​

Solihull remains independent club

✔ Financial control is indirect​

Offset funding, not wage command

✔ Player ownership stays local to Solihull​

Even though Birmingham captures upside

✔ 80/20 split maintains development dominance​

Without fully removing competitive identity

✔ No artificial league ceiling​

(Your key revision — implemented)

9. WHAT THIS SYSTEM ACTUALLY IS​

This is best described as:

A senior development ecosystem with embedded value capture rights

Click to expand...

Not:

• B team
• Feeder club
• Multi-club ownership

Closest real-world analogue:

• Real Madrid Castilla
  …but adapted to English pyramid rules through:
• contractual separation
• financial redistribution
• independent club governance

FINAL SUMMARY​

You now have a system that:

✔ Develops players at 18–22 in real senior football​

✔ Gives Birmingham structured long-term asset value​

✔ Keeps Solihull competitive and independently run​

✔ Uses 60–80% sell-on rights as the financial engine​

✔ Removes artificial league restrictions (your key upgrade)​

FA MOCK LICENCE DOCUMENT​

• Elite Senior Affiliate Development Scheme (ESADS)​

• Issued under: English Football Development Regulation Pilot Framework​

• Version: 1.0 (Pilot Proposal)​

• Applicable to: Category 1 Academy Clubs Only (EPPP Cat 1)​

• Status: Experimental Licence (5-year review cycle)​

1. PURPOSE OF THE LICENCE​

The ESADS licence permits eligible Premier League clubs to establish a regulated Senior Development Affiliate Club within the English football pyramid.

The objective is to:

• Improve transition from academy (U18) to senior football
• Increase competitive minutes for players aged 18–22
• Strengthen financial sustainability of lower-league clubs
• Reduce reliance on uncontrolled loan markets and multi-club ownership structures

2. ELIGIBLE CLUB STRUCTURE​

2.1 Parent Club:​

Must be a Category One Academy club under the Elite Player Performance Plan (EPPP).

2.2 Affiliate Club:​

• Must be an independent legal entity
• Must compete in the English football pyramid
• Must operate under separate board governance

Example pairing:

• Birmingham City F.C. (Parent Club)
• Solihull Moors F.C. (Affiliate Club)

3. PLAYER ELIGIBILITY & SQUAD STRUCTURE​

3.1 Age Bracket:​

• Only players aged 18–22 may qualify for the development cohort

3.2 Squad Composition Rule (MANDATORY):​

• 80% Development Cohort Players (Parent Club Origin)
  • Aged 18–22
  • Transferred permanently to Affiliate Club registration
  • Subject to buy-back and sell-on clauses
• 20% Independent Affiliate Players
  • Fully owned by Affiliate Club
  • Age 23+ permitted
  • Provide leadership and squad balance

3.3 Minimum Participation Rule:​

• At least 6 development players must start each league match

4. PLAYER CAREER PATHWAY MODEL​

Each registered development player must follow a structured pathway:

Phase 1: Entry (Age 18)​

• Permanent transfer from Parent Academy to Affiliate Club

Phase 2: Development (Ages 18–21)​

• Minimum 30 senior appearances per season target
• Continuous performance evaluation aligned with Parent Club metrics

Phase 3: Exit Decision Window (Ages 21–22)​

Players must enter one of three outcomes:

A) First Team Integration​

• Return to Parent Club via buy-back or transfer agreement

B) External Transfer​

• Sale to third-party club
• Parent Club entitled to:
  • 60–80% sell-on clause
  • Optional matching rights

C) Affiliate Retention​

• Player remains at Affiliate Club as senior squad member

5. FINANCIAL REGULATION MODEL​

5.1 Development Funding Structure​

Parent Club may provide annual funding to Affiliate Club:

• Development Grant (fixed annual payment)
• Infrastructure Contribution
• Performance-based development bonuses
• League solidarity contribution

5.2 Wage Responsibility Rule:​

• All player contracts held by Affiliate Club
• Parent Club may NOT directly pay wages
• All financial support must be classified as development funding

5.3 Transfer Rights:​

• Parent Club retains:
  • Buy-back rights
  • Sell-on rights (60–80%)
  • First refusal clauses

6. ⚖️ COMPETITION INTEGRITY RULES​

To preserve fairness within the English pyramid:

6.1 Independence Requirement:​

• Affiliate Club must maintain:
  • Independent board
  • Independent match operations
  • No dual registration control

6.2 Competitive Restrictions:​

• No fixture manipulation permitted
• No shared squad movement outside regulated transfer windows
• No recall of more than 2 players mid-season

6.3 League Participation:​

• Affiliate Clubs may compete in any division below Parent Club level
• No automatic promotion restrictions imposed by this licence

7. FOOTBALL IDENTITY REQUIREMENTS​

Affiliate Clubs must:

• Retain independent branding, identity, and fan base
• Operate as full members of the football pyramid
• Avoid rebranding that implies reserve-team status

8. PERFORMANCE OBJECTIVES (PILOT METRICS)​

Success of the scheme will be measured by:

• Number of players transitioning to Parent Club first team
• Percentage of players generating transfer value
• Affiliate Club financial stability improvement
• Reduction in external loan market dependency

9. REVIEW AND GOVERNANCE​

• Pilot duration: 5 years
• Annual compliance audit required
• FA/EFL joint oversight panel
• Expansion contingent on competitive integrity review

10. ⚠️ STATUS CLARIFICATION​

This licence does NOT constitute:

• Multi-club ownership approval
• Reserve/B team league integration
• Transfer market restriction waiver

It is a regulated developmental framework within the existing pyramid structure.

FINAL SUMMARY​

In plain terms, what you’ve designed becomes:

A formal, regulated “finishing school system” for elite academy players (18–22), using independent lower-league clubs as senior development environments with financial and sporting safeguards.

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FOR IMMEDIATE RELEASE
April 2026

BIRMINGHAM CITY ANNOUNCES 10-YEAR STRATEGIC AFFILIATE PARTNERSHIP WITH SOLIHULL MOORS​

Birmingham City F.C. is proud to announce the agreement of a landmark 10-year Elite Senior Affiliate Partnership with Solihull Moors F.C., marking a significant step forward in the club’s long-term VISION 2030 strategy.

The partnership, set to commence ahead of the 2026/27 season, will establish a structured and competitive senior development pathway for Birmingham City’s emerging talent, while supporting the continued growth and sustainability of Solihull Moors.

A LONG-TERM VISION FOR PLAYER DEVELOPMENT​

The agreement introduces a new “Affiliate Contract” model, designed to provide players aged 18–22 with consistent exposure to senior football within a high-performance environment.

Under this model:

• Selected Birmingham City academy players will join Solihull Moors on permanent registrations
• Players will gain regular senior match experience
• Birmingham City will retain future development rights, including the opportunity to bring players back into the First Team

This approach represents a strategic shift away from short-term loans, focusing instead on stability, progression, and long-term development outcomes.

INAUGURAL PLAYER GROUP​

The first group of players identified to enter the programme this summer includes:

• Taylor Dodd
• Zach Willis
• Andre Garcia
• Zaid Betteka
• Romeo Akachukwu
• Menzi Mazwi
• Elyh Harrison
• Daniel Isichei

Each player will form part of the inaugural cohort within the Affiliate system, beginning their transition into senior football at Solihull Moors.

STRUCTURE OF THE PARTNERSHIP​

The agreement has been carefully designed to ensure independence, integrity, and mutual benefit.

• Darryl Eales will remain Owner and CEO of Solihull Moors, with full operational control of the club
• Martin O'Connor will be appointed Affiliate Development Coordinator, joining the Solihull Moors board to oversee the integration and progression of development players

Solihull Moors will continue to operate as an independent football club, competing fully within the English football pyramid.

INVESTMENT & SUPPORT​

As part of the partnership:

• Birmingham City will provide long-term financial and developmental support
• Investment will be directed toward:
  • Player development programmes
  • Coaching and performance infrastructure
  • Sports science and analytics

This funding model is designed to strengthen Solihull Moors while creating a sustainable development ecosystem for both clubs.

CLUB STATEMENTS​

Chairman Neils DeVos commented:

“This partnership represents a major step in delivering the next phase of VISION 2030. We have built a strong academy — now we are building the bridge to senior football.”

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“Solihull Moors provides the perfect environment for our young players to develop, compete, and prepare for the demands of the highest level.”

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CEO Jeremy Dale added:

“This is about creating a clear and structured pathway. Our young players will no longer rely on short-term loan moves — they will develop within a system aligned to Birmingham City’s philosophy.”

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A MODEL FOR THE FUTURE​

The club believes this partnership will:

• Strengthen the pathway from academy to First Team
• Enhance the development of domestic players
• Support the long-term sustainability of a valued local football club

This initiative further reinforces Birmingham City’s commitment to building a squad and identity rooted in UK and Irish talent.

LOOKING AHEAD​

The Affiliate Partnership will formally begin in Summer 2026, with the inaugural group of players reporting to Solihull Moors for pre-season.

Further updates will be provided ahead of the 2026/27 campaign.

ENDS

The Times - 29.4.26​

The Birmingham Experiment: English Football’s Closest Step Yet to B Teams​

When Birmingham City F.C. unveiled their 10-year affiliate partnership with Solihull Moors F.C. this week, the immediate reaction across the game was predictable: intrigue, concern, and a quiet recognition that something significant may have just shifted.

English football has long resisted the idea of reserve sides competing within the pyramid. Yet, in practical terms, Birmingham may have just engineered the closest approximation yet to the models seen on the continent—most notably Real Madrid Castilla in Spain or Borussia Dortmund II in Germany.

The question is not whether this resembles a “B team”. It clearly does.
The more important question is whether English football is finally ready to accept one—albeit under a different name.

The Case For: Fixing a Broken Development Gap​

For years, Premier League clubs have faced the same structural problem. The jump from academy football to the first team is too steep, while the loan system remains chaotic and inconsistent.

Birmingham’s model attempts to solve that.

By placing 18–22-year-olds into a single, stable senior environment—rather than scattering them across short-term loans—the club creates what it calls a “finishing school”. It is, in essence, a controlled ecosystem: players develop under a unified philosophy, in a competitive league, with clear progression pathways.

There is logic here.

English football already tolerates partial versions of this system. Under-21 sides compete in the EFL Trophy, exposing young players to senior opposition. What Birmingham are proposing is simply a more coherent and permanent version of that idea.

For Solihull, the benefits are equally clear. Financial backing, improved infrastructure, and access to a higher calibre of player offer stability that many National League clubs can only envy.

In purely footballing terms, it is difficult to argue that the quality of development—and arguably the quality of the league itself—would not improve.

The Case Against: The Pyramid Question​

Yet the resistance is not about development. It is about identity.

The English pyramid is built on the principle that every club, however small, can dream of climbing to the very top. That principle becomes blurred under this model.

Because while Solihull Moors remain, on paper, an independent club, their long-term trajectory is fundamentally altered. A side built predominantly on another club’s young players, tied financially and structurally to a Premier League institution, is unlikely ever to operate with complete competitive autonomy.

In practical terms, there is a ceiling—even if one is not formally written into the rules.

That is the compromise at the heart of the Birmingham model.

It does not break the pyramid.
But it subtly reshapes it.

A Middle Ground—Or the Start of Something Bigger?​

What makes this development particularly significant is not just the deal itself, but what may follow.

If Birmingham’s approach proves successful, others will inevitably explore similar partnerships. The debate will then shift from whether this model should exist to how many such arrangements the system can sustain.

Too many, and the lower leagues risk becoming a network of development hubs.
Too few, and the structural inefficiencies of youth development remain unresolved.

For now, Birmingham have positioned themselves as pioneers—offering what may be a uniquely English compromise between tradition and modernity.

The Verdict​

This is not quite a B team system.
But it is no longer far from one.

And perhaps that is the point.

In a sport increasingly shaped by global models, financial pressures, and the need for elite player development, English football has long resisted change. Birmingham City’s partnership with Solihull Moors suggests that resistance may finally be softening.

Not through revolution—but through adaptation.

Whether that adaptation strengthens the pyramid or quietly alters its foundations is a question that will only be answered in the years ahead.

The Guardian - 29.4.2026​

Breaking: FA to Approve ‘Elite Affiliate’ Rule in Major Shift for English Football​

English football is on the brink of one of its most significant structural changes in decades, with the Football Association set to introduce a new Elite Affiliate framework—a move that could reshape player development across the pyramid.

The proposal, understood to be in advanced stages following lobbying from clubs including Birmingham City F.C., will allow a limited number of top academies to formally partner with lower-league sides in what insiders are describing as a “domestic alternative” to multi-club ownership.

Category One Clubs Only​

Under the proposed rules, only clubs operating at the highest academy level under the Elite Player Performance Plan—so-called Category One (AAA) institutions—will be eligible to establish an official affiliate.

These clubs will be required to demonstrate:

• A proven track record of developing first-team players
• Sustained financial investment in youth systems
• A clearly defined development pathway
• A footballing rationale for any proposed affiliate partnership

The FA is keen to avoid what one source described as “paper partnerships” designed purely for financial or regulatory advantage.

One Model Only: Affiliate vs Multi-Club Ownership​

In a decisive move, the regulations will enforce a strict choice:

Clubs may operate either a domestic affiliate model or a multi-club ownership structure — not both.

Click to expand...

This provision is seen as a direct attempt to curb the rapid expansion of global multi-club networks, while offering a controlled, domestic alternative.

Financial Controls and Safeguards​

The framework also introduces firm financial and sporting restrictions on affiliate clubs:

• Affiliate clubs must operate within sustainable financial limits
• No artificial inflation of wage structures permitted
• Clubs may only sign external players on free transfers
• Core squad to be built around affiliate-contracted development players

The intention, according to FA sources, is to ensure that affiliate clubs do not distort competitive balance within their respective leagues.

The Birmingham Model as Blueprint​

The partnership between Birmingham City F.C. and Solihull Moors F.C. is widely understood to have influenced the framework.

That deal, announced as part of Birmingham’s long-term development strategy, will see academy graduates transition into senior football through a structured “finishing school” system.

While controversial, it has been described internally as “the most coherent domestic development model currently on the table.”

Premier League Interest Growing​

The FA’s move has already triggered interest among other top clubs.

Manchester United F.C. are among those understood to be exploring a potential partnership with Salford City F.C., though no formal agreement has yet been reached.

Several Premier League and Championship clubs are said to be monitoring developments closely, with the success—or failure—of the Birmingham model likely to determine wider adoption.

A Dividing Line in English Football​

Supporters of the policy argue it addresses a long-standing issue: the lack of meaningful competitive pathways for players aged 18–22.

Critics, however, warn that it risks creating a two-tier system within the pyramid, where certain clubs effectively operate as development arms of elite institutions.

The FA appears to be betting that tight regulation—and limiting the scheme to a select group of academies—will prevent that outcome.

What Happens Next​

A formal announcement is expected in the coming weeks, with a pilot phase likely to begin ahead of the 2026/27 season.

If approved, the Elite Affiliate rule would represent a clear evolution in English football’s approach to player development—one that stops short of fully embracing “B teams”, but moves closer to them than ever before.

For now, the game stands at a crossroads:
between tradition and adaptation, independence and integration.

And as ever, the consequences will be felt far beyond the clubs directly involved.

The Guardian - 1.5.2026​

Birmingham City and Matthew Manson push radical overhaul of youth system with proposed U20 pyramid​

By Guardian Sport

A significant shift in the structure of English youth football could be on the horizon after Birmingham City F.C. and club architect Matthew Manson emerged as leading voices behind a proposal to introduce a fully tiered U20 league pyramid as early as the 2026/27 season.

The plan, which has been informally circulated among Premier League and Football League executives in recent months, would replace the existing Premier League 2 structure with a three-division national system comprising 18 teams per tier, operating on a traditional promotion and relegation basis.

If adopted, it would represent one of the most far-reaching changes to youth development in England since the introduction of the Elite Player Performance Plan in 2012.

A system built on volume and clarity​

At the heart of the proposal is a simple criticism: young players in England do not play enough meaningful football.

Under the current system, academy sides often contest around 20 matches per season, a figure widely viewed within the game as insufficient preparation for the demands of senior football. Birmingham’s model would increase that number to 34 league fixtures, aligning youth development more closely with the rhythms of the professional game.

Crucially, the proposed U20 leagues would operate under a strict age policy, with no over-age players permitted. Proponents argue that removing older players—often used to stabilise matches in the current system—would place responsibility squarely on emerging talent, accelerating both technical and psychological development.

“This is about creating a real competitive environment,” one source close to the discussions said. “Not a hybrid between youth and senior football, but a clearly defined stage in the pathway.”

Part of a wider Birmingham-led vision​

The U20 pyramid is not a standalone idea. It sits alongside Birmingham’s recently announced affiliate partnership with Solihull Moors F.C., which will see academy graduates transition into senior football through a structured “finishing school” model.

Together, the two initiatives form a joined-up pathway:

• U18 academy football
• U20 league competition
• Senior development via an affiliate club
• First-team integration

Those close to Manson’s thinking describe it as an attempt to “eliminate the grey area” between youth and senior football—a gap that has long been cited as one of the weaknesses of the English system.

Support growing among elite academies​

While the proposal is still at an exploratory stage, it is understood to have attracted interest from several Category One academies, particularly those already investing heavily in youth development.

Clubs are said to be receptive to a model that offers:

• Greater fixture volume
• A clearer progression structure
• Reduced reliance on the unpredictable loan market

The idea of a formal pyramid—with promotion and relegation—has also been viewed as a way to introduce competitive stakes currently lacking in academy football.

Concerns over competitive balance​

Not all are convinced.

Critics argue that a national U20 pyramid could deepen existing inequalities between elite academies and smaller clubs, particularly if access to the top divisions becomes concentrated among wealthier institutions.

There are also questions about how the system would integrate with the broader football calendar, and whether younger players would face increased physical demands.

However, supporters counter that the strict age limit—excluding over-age players—would maintain the league’s developmental focus while preventing it from becoming an extension of senior football.

A potential turning point​

The Football Association has yet to formally endorse the proposal, but discussions are believed to be ongoing ahead of a possible pilot launch in the 2026/27 season.

If implemented, the U20 pyramid would mark a decisive step away from the current academy structure and towards a more integrated development model—one that aligns youth football more closely with the professional game.

For Birmingham City, and for Manson, it represents another attempt to position the club at the forefront of structural change within English football.

Whether the rest of the game is ready to follow may determine whether this remains an ambitious idea—or becomes the blueprint for the next generation.