Everton's off-field overhaul: Friedkin five-year plan aims to restore former glory

Everton entered a new era last December when the Friedkin Group completed a takeover and began what insiders describe as a realistic transformation of a club long seen as a basket case. Nine months on, the Toffees sit sixth in the table, have moved into a new stadium at Bramley-Moore Dock, and are pursuing a long-term plan that aims to lift the club from crisis to consistent European contention. A marquee signing, Jack Grealish, helped catalyze a dramatic shift in mood and commercial momentum, with shirt sales rising about 70 percent since his arrival and the club selling five times as many jerseys bearing his name as the next most popular player.

The overhaul began with a decisive reset at the top. Within a month of the takeover, Sean Dyche was dismissed and the role of director of football Fernando Thelwell? was replaced as the club pivoted toward a growth-minded structure. Angus Kinnear was identified to oversee change, but the transition depended on waiting for Leeds United to complete promotion before he could cross the Pennines. David Moyes was chosen to replace Dyche, marking an early sign of the new era’s pragmatism in leadership and decision-making. Graham Potter, another name in circulation, did not become the manager, as the club prioritized a win ratio and experience in restoring a team mid-table to European contention.

The changes extended beyond the dugout. Angus Kinnear spearheaded a major shift toward data and analytics, a move that was welcomed by Moyes, described by those at Finch Park as a diligent, “Evertonian” professional who would use every tool at his disposal to help the club grow. Moyes, the 62-year-old manager, is said to be at the training ground early and leaving late, meeting analytics staff nearly daily for two-hour sessions. The emphasis was clear: move away from a director-of-football model that the Friedkins believed had contributed to past instability and instead build a robust, team-oriented football operation.

To accelerate the rebuild, a quartet of hires was assembled. Nick Cox joined from Manchester United as technical director, James Smith from Manchester City as director of scouting and recruitment, Nick Hammond from West Brom and Celtic to lead player trading, and Chris Howarth, the managing director of Insight Sport, to head football strategy and analytics. The group had to act quickly, given Everton began the summer with only 12 contracted players. The sales pitch emphasized a club reborn, with a new 53,000-seat stadium—Hill Dickinson Stadium—anchoring the plan and serving as a magnet for talent.

By the September 1 deadline, Everton had added nine players for an initial outlay of about £110 million, with potential clauses lifting that figure to roughly £155 million. The signing of Grealish—sold on the vision—helped unlock late deals for other targets, including Germany Under-21 midfielder Merlin Roohl and Southampton winger Tyler Dibling. Everton reportedly agreed to a loan arrangement with Grealish that keeps his weekly salary around three-quarters of what he earns at Manchester City, a package that still costs the club about £12 million overall. The move also delivered an off-field dividend: Grealish’s presence spurred a surge in shirt sales, contributed to a broader recruitment narrative, and helped the club demonstrate the scale of its ambition to prospective players and sponsors.

The defence—led by Jarrad Branthwaite, Jordan Pickford and James Tarkowski—was identified as the backbone on which to build, and the club reportedly resisted offers from Liverpool, Chelsea and Tottenham that could have accelerated a quicker rebuild. Branthwaite’s situation became a focal point, with Everton signaling a willingness to cash in on other assets while keeping the rising defender as a centrepiece of the future. His salary was boosted substantially, reflecting the belief that a stable, high-pedigree core could anchor a growing squad in a crowded top tier.

The shift also extended into the club’s commercial and operational strategies. The Friedkins, who previously ran Roma and a car dealership portfolio, brought a hands-on, disciplined approach to governance and planning. They instituted regular biweekly updates and a light-touch, strategic oversight style that emphasized the right kinds of discipline, patience, and data-informed decision-making. The aim was explicit: grow Everton’s value over a five-year horizon while reestablishing the club as a serious footballing institution rather than a club prone to frequent upheaval.

On the field, Moyes has embraced the data-driven turn, engaging with analytics staff as part of daily routines and using insights to inform player development and match preparation. The plan is not to chase a quick flip but to ensure long-term stability—an objective mirrored in the club’s broader strategy, which includes a renewed focus on youth development and a more structured transfer market approach. The Friedkins’ ambition is to have results in five years across areas from commercial revenues to on-pitch performance, and to push the club toward a level where European competition is routinely within reach.

Financially, the club’s current turnover is projected to land around £250-£269 million this season, with expectations that it could rise to roughly £300-£350 million as the new stadium and commercial operations mature. The Friedkins reportedly paid around £400 million for the club, and with club values typically higher for the Big Six, Everton’s valuation is targeted to approach £1 billion if the growth trajectory continues. The plan is not to return to boom-and-bust cycles but to create a stable, growing business that can compete with Europe’s elite.

As for the squad, the blend of shrewd signings and homegrown potential has created optimism that this is the strongest Everton squad in years. Kiernan Dewsbury-Hall arrived from Chelsea and has impressed, while Iliman Ndiaye has been highlighted as a key addition. The club’s broader strategy includes expanding its reach in the women’s game, with the women’s team gaining access to Goodison Park and receiving investment designed to lift attendance and development, including the aim of drawing around 20,000 fans on a regular basis.

Despite the ambition, the club remains mindful that results will determine the pace of growth. Everton’s leadership has stressed a patient, long-term approach, prioritizing stability and sustainable development over rapid, unsustainable growth. Those inside the operation describe a culture change: a club that feels like a proper football institution again, with structure, discipline, and a clear plan guiding decisions rather than reactionary moves. If the early chapters are any indicator, the new owners’ strategy is to let the work speak for itself and allow time to prove the transformation is more than a story at the pub after a Merseyside derby.

In the view of several insiders, the key to success will be maintaining the balance between ambition and prudence. The club seeks to compete for European places annually, to win domestic cups when possible, and to sustain revenue growth that will support ongoing investment in the squad and stadium. The sense of optimism around Everton’s future is tempered by the knowledge that the project spans multiple years and will require continued strategic execution, fresh ideas, and a shared commitment to the long-term plan. Still, many involved believe Everton has entered a new era in which the club behaves like a stable, well-run football institution rather than a club prone to chaotic upheaval. And if the first chapters are any guide, the Toffees are intent on keeping faith with that vision, season after season.