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Turns out Ruben Amorim could survive losing against lower-league opposition. Survive losing a crucial continental showpiece against one of the worst Spurs sides in living memory. He could survive losing at home to domestic rivals, finishing 15th, an unwavering system, squandering some of the club’s best academy products, a poor winning percentage, calling the squad the worst the club has ever seen. Yet, there existed one adversary against whom Ruben Amorim would not be allowed to dance. You come at Jason Wilcox, and you best not miss.

Regrettably, similar to numerous Premiership right-back during Blackburn Rovers' championship campaign, Amorim came at Jason Wilcox and seems to have missed. The most distracted of readers will notice the irony here: a coach who often railed at his players for losing individual battles crumbling when confronted by the intense pressure and animal charisma of a the Premier League’s most intimidating sporting directors.

And frankly, this whole painful saga appears to portray Jason Wilcox in a different perspective. Perhaps it might have been easy, based on his brief stint of experience at Southampton, to view Jason Wilcox as little more than a drudge in the United exoskeleton: an individual who owed his position as much to his close relationship with ex-colleague Omar Berrada rather than any verifiable talent. How wrong everyone was. By masterfully outmanoeuvring United’s feted head coach, just as he bested the unfortunate a previous executive earlier, Jason Wilcox has demonstrated to be among football's strategic masterminds: a strategic mind that United’s competitors are now justifiably concerned.

The Tactical Conflict Over System & Ideology

For example, this was Jason Wilcox who having been part of the hierarchy that hired the 3-4-3 fundamentalist Amorim originally, was instrumental in attempting to convince Amorim to abandon his beloved 3-4-3. Naturally, these entreaties were resisted. However, such directives hold greater authority when issued from the mouth of a man the unimpeachable soccer background he possesses, holder of international appearances and a role in a title-winning side from 31 years ago.

Maybe eventually he may be persuaded to explain his thought processes to the rest of us. Perhaps at some point he might be asked regarding why the coach is walking away with full compensation, without any compensation reduction clause activated. The director seldom speaks in public, for excellent reasons. The real thinkers of this sport – individuals such as Jason Wilcox – simply operate at a level beyond our own prosaic understanding. Were he to speak, probably all we would hear would be ultrasonic blips and complex calculations. Desiring an explanation is not quite the same as being prepared to receive.

The Supreme Power Behind the Throne

Naturally, in training our focus on Jason Wilcox we overlook the real power behind the modern United throne. The director is, in reality, simply carrying out the directives of his superior the billionaire owner, who privately has emphasized his preference for a back four. According to reports, Ratcliffe has also suggested playing Bryan Mbeumo in a wing-back role. Ratcliffe is keen for the club to adopt data science and metrics. Per reports, in an executive meeting soon after his investment, he announced that United’s style to football “will be determined by this group”.

Ultimately, Ratcliffe is an expert in this technical footballing stuff, drawing from his background in petrochemicals and sailing. Above all he remains immensely wealthy, and it is known, the rich are the best of us: more perceptive, more wise, strategically brilliant, fundamentally superior. Who else would you trust to oversee an enlightened programme of austerity, the construction of a new stadium that appears similar to an abstract design, the signing of Benjamin Sesko?

The New Soccer Order: Executives Over Managers

This represents a shift that is becoming prevalent at the elite levels of the game. Historically, teams mistakenly entrusted big footballing decisions to subordinate staff such as coaches, talent spotters – even footballers. Perhaps it was once possible for an up-and-coming, innovative manager with ideas and energy to join a club and implement their plan through to completion. But how many companies have such individuals set up? What number of mass redundancies have they overseen? Better by far to place the real power where it rightly belongs: the executive class, the casually dressed executives, the individuals with the jaw-dropping LinkedIn profiles. It is wiser to determine the strategy in the boardroom and hire someone who can tailor their methods accordingly. If coaches were formerly chefs, they have become more akin to delivery personnel: not really creating the food, but still finally accountable if it arrives poorly or fails of the box.

Nowadays, their job has become not about crafting the philosophy and more about marketing it: the front-facing representative on the front desk, the public face of an organisation they can do little to change. Enzo Maresca takes a squad of very young players into the Champions League and wins two medium-sized trophies, and effectively is dismissed for speaking out. A manager at Celtic sees his reputation ruined whereas those individuals who appointed him live to blunder another day.

A Modern Corporate Game: Accountability for the Few

And possibly on some microcosmic level this is simply corporate governance at work: the elevation of a privileged elite who can never be wrong, whose decisions are always untouchable, whose mistakes can invariably be resolved by sacking without justification. Hire the 3-4-3 coach and then fire him for using excessively that system. Hire the project manager and then discard them for taking excessive time. And above all show gratitude; for your modest increases in ticket costs, for the latest summer signings, for the fact that the adults – however well qualified – are in charge.