In this exclusive interview with Flashscore, Gokhan Inler explains what the role of a technical director entails. In doing so, he touches on the aspects of his career that he draws on today while working with players at the Serie A club, including, of course, winning that legendary Premier League title with Leicester City.
If there was someone completely new to the world of football, how would you describe the position of technical director? What is your main responsibility?
"Let’s say it's a 360-degree job, because my responsibility here is really to be everywhere. To be next to the players, next to the club, next to the coach, next to the staff departments. You need an overview of everything. I think a technical director - or sporting director, you can also name it - needs to cover 360 degrees.
"This position is changing every day. Before, when I was a player, I saw technical directors or sporting directors less on the pitch. But now, you have this profile always with the team - observing, watching trainings, checking the numbers. I think this is why I’m here. And also, I like this because it’s stimulating, and you need to be ready for everything."
Was it easy for you to switch from being a player to a managerial role in football?
"No, it was not. But of course, firstly, I needed to decide to finish my career one day. I had about one year to think about what I wanted to do. As a player, one day you will surely put in your mind what you will do after your career. My vision was always to be a sporting director.
"Now I have a role as the person responsible for the team, and it’s completely different. You need to be ready 24 hours a day for everyone - not just for the players, but for all the people in the club. To be honest, over 20 years of experience helped me. But you need to be fresh and ready, because not every day is a good day or a perfect day. That’s why you need to find the right balance, to be always respectful and always ready for the day."
With expressions like '24/7' or '360 degrees', was there anything that surprised you in the position? Something behind the scenes that you didn't see as a player because it wasn't in your interest, but is very important in your current role?
"As a player, what do you think about? Performing on the pitch, being fit, recovering well, and always being ready. Let’s say that was it. But if you change to what I am now, it’s completely different. You have pressure from everywhere. You need to balance things. You need to take opportunities. You need to handle everything - not only football, but also the fans. The dynamics are completely different.
"To perform on the weekend, you need to prepare the players. Players have so much pressure - media, fans, private life, and training. Football has changed, and that’s why you need to always be sharp."
Do you feel more pressure in this role than in your playing years?
"Both involve great pressure, but it’s different. Physically, you really need to run every day at a high level when you are a player. In this role, maybe it's less physical, but more mental. You need to be really clear. Emotions are different every day in this role. That’s why you need to be clear with yourself and say, 'I’m here for the bad and the great days'. You need to be clear and honest with the players and the staff.
"A player goes home, relaxes, and spends time with family. But here, after the training, you’re still working. You need to plan for tomorrow, handle marketing stuff, and manage everything. It’s completely different, but I like it."
Do you think football is more demanding nowadays than it was 15 or 16 years ago? Not only for the players but also in jobs like yours?
"Definitely. I think expectations are higher now. There is more media and social media. We didn’t have it so extremely back then. Now, every movement is seen by everyone; everybody is watching you. This applies to our role too. It is a very big work."
I find that former players often say they are glad they played in an era where social media wasn’t such a big thing. Do you share this opinion, or would you prefer to play today when players can also promote themselves?
"You can see it from both sides. In the end, you need to always respect your role and give one hundred per cent to your job to be clean with your soul. Now you can promote players and do nice stuff.
"Before, when I was very young, you just played football and tried to win the game. Now, you still need to win the game, but with a great performance and all the extra stuff, because the image of a player or a staff member is very important for respect and credibility."
Let’s move to the 'Udinese DNA'. How would you define a Udinese player? What characteristics do they need to have?
"As the world knows, Udinese is well-known for talent and great players. The DNA is to perform at the highest level the player is capable of. He has everything here to do that. But he needs to have respect first - when he arrives, you need to make him understand where we are. Udinese is not Milan. It’s not Napoli."
How do you do that? Is there a ritual when a player arrives?
"Yes, since I came here, I have proposed something to introduce the players with a proper welcome. We introduce the DNA - not only football, but also outside the football - around the Udinese culture and the fans. We have players from all over the world with different cultures. That’s why you need to introduce them well.
"For me, the introduction of a player to a club is very important. After that, you need to stay sharp and guide them straight. Every player has a different character, but so far, we are creating great opportunities for them, and they respect it."
The strategy of the club is clear - find great talents, develop them, and sell them to bigger clubs. The club is extremely successful at this. Did this long-term vision play a role in your decision to accept this offer?
"I’ve known the Pozzo family since I played here, and I always stayed in contact after I left. I always liked this style because they work really hard, and I’m a hard worker too. I know exactly what the Pozzo family wants. It was an honour for me to have this role straight after my career. Sometimes you have to wait for such a chance, but for me, it was a great opportunity.
"You also need to know the languages - Italian is the basic requirement. Knowing the language was the key to making this step, because not many ex-footballers go into this area since it’s really demanding. Not everybody can do it, but you need to be positive and hungry, and I wanted to do it."
Is it sometimes frustrating to know that if a player performs well, it means he will go to another club at the end of the season?
"A player comes here to develop, and if he performs at a high level for two or three years, bigger clubs will come for him. But before that, the player needs to work really well. I was the same. I spent four years here, did a good job, and then transferred to Napoli, which was a big move. I know how to talk to a player and how to prepare him.
"Of course, losing your best players is not always easy. I can give the example of Florian Thauvin. When he first arrived, he was a high-level professional, but maybe he wasn't showing his full quality. With us, he started to grow, became a leader and captain, and had a great year.
"We changed the mentality and team spirit. Udinese is famous for that, but behind the scenes, it’s really hard work. I must take my hat off to the Pozzo family; they have done a great job. That’s why we have been in Serie A for over 30 years."
And it’s not so common to own a club successfully for 40 years...
"It’s not common for this region. Ahead of us are only big clubs, and this is a massive achievement. That’s why it’s right to add a little 'pepper' or fire sometimes to create pressure on the players. Udinese is famous for helping players make the next step. If you perform, the club will help you. If you don't do the right things, the club can apply very hard pressure."
As a former captain, you mentioned that Florian Thauvin became a leader. Do you help your coach, Kosta Runjaic, to identify leaders in the locker room?
"Yes, I had experience as a captain for the Swiss national team. Ottmar Hitzfeld made me captain. I wasn't originally Swiss, but I was born there, so I was the perfect 'bridge' between the coach and the team because of the different cultures. I learned that captaincy is not just about putting on an armband; it’s more work. You need to always be positive, respect the players, keep them together, and be the face in front of the media.
"Here in Udine, I can see who can make it and who cannot. We decided on Thauvin as the first captain because of his experience as a World Cup winner. He and Jaka Bijol were a perfect combination last season. We sold both. This year, we chose Jesper Karlstrom and Sandy Lovric. We spoke a lot with the coach to decide this."
Your whole career was based on a hardworking attitude. Is that why the Pozzo family gave you this opportunity? To show young players what it takes to become a top player?
"I think so. I have over 20 years of experience, and I have seen so many ups and downs. Communicating with a player in their own language is much more efficient than using a translator. My experience helps me explain to players how to get to the top. Just being here isn't the end; you need to make them aware.
"Football isn't just about having money and training a little bit. I came from zero; I was a hard worker. Every day was about sacrifice. I never smoked or drank alcohol. Everyone knows me for that. In Leicester, nobody knew the club before we won. I went there as a leader, but only played five games. It was the most difficult year of my career. I lost my place and my captaincy in the national team."
10 years on, people look back at that Leicester title as a fairytale. But for you personally, it was a tough year, right?
"From a football perspective, it was hard because (N'Golo) Kante and (Danny) Drinkwater were fantastic. But before that, nobody knew them. We had a great team spirit. I was always pushing them. I could have just said, 'I’ll leave in the summer, I don't care', but I fought. I pushed Kante and Drinkwater. They felt the pressure.
"In the end, the title was a big success because nobody can take away what I suffered and learned there. I tell the players: 'It’s not easy. To become a high-profile player is not easy'."
Do you use the Leicester miracle as an argument to show players that anything is possible with hard work?
"The Leicester card is like a 'golden joker'. I use it when players are struggling because they aren't playing. I explain to them that it’s not the end of the world. With hard work, things change. After Leicester, I played eight more years in Turkey. That was a crucial time for me; I decided to move forward without an agent, and it was like a second career.
"That’s why it’s important for me to be clear and honest with the players. You have to tell them the truth. My strength is having a good relationship with the players. The players are the ones on the pitch; the coach or I cannot play. The players are the key, so you need to handle every single one professionally."