COACH IN FOCUS: Martin Foyston

Martin Foyston began his professional football career as a match analyst at Fulham FC. He subsequently held several assistant coaching roles, including positions at Djurgårdens IF, the Norwegian national team, Strømsgodset IF, the Finland U21 national team, and BK Häcken, where he won the domestic double in 2022. In his first head coach role at Östers IF, he achieved promotion to Sweden’s top division, the Allsvenskan. Most recently, he served as head coach of Sarpsborg 08 in Norway’s Eliteserien. In our conversation, Martin Foyston talks about his early days at Fulham FC, his playing philosophy, and his experiences as a head coach.

You have worked in very different contexts: starting as a video analyst at Fulham in England, then as an assistant coach with the Norwegian senior national team and Finland’s U21s, as well as in several other assistant roles, before ultimately taking on head coach responsibility. How have these different football cultures, working methods and decision-making environments shaped your development as a coach? Which elements from those experiences — professionally or personally — are now firmly embedded in your identity as a head coach?

Martin Foyston: I have always understood that there are no shortcuts to the highest level of the game. Progress requires patience, humility, and a willingness to make mistakes in order to learn what works and what does not. Early in my career, beginning as an analyst in the Premier League felt comparable to being given a place at Harvard University. I was, and remain, extremely fortunate to have gained such an experience at the very start of my professional journey.

When I joined Fulham, my first match preparation was for a home fixture against Arsenal—a match we ultimately won. At the time, they had world-class players such as Thierry Henry, Patrick Vieira, and Robert Pirès. At just 23 years old, I was understandably starstruck. To observe players of that calibre at such close range was a privilege. However, that sense of awe quickly gave way to responsibility. I had a role to perform, and it was during this period that I learned the fundamentals of improvement: listen, observe, and ask questions. 

Over my seven years at Fulham, I applied this approach daily—watching elite coaches work on the training pitch, supporting match preparation at the highest level, understanding which tactical approaches succeeded and which did not, and, most importantly, learning how to manage and lead a group of players.

Working alongside Roy Hodgson had a profound impact on my development. I vividly recall a moment when a player approached him directly after a team meeting. I happened to still be in the room and witnessed the entire exchange. Roy was calm, measured, and completely honest with the player, despite delivering a message that was not what the player had hoped to hear. His choice of words, tone, and clarity earned him immediate respect. That moment reinforced a lesson that has stayed with me throughout my career: players value honesty above all else. Even when they may not agree, transparency builds trust. I learned that one should never promise something that cannot be delivered—honesty must always come first.

Roy viewed himself as a coach in the truest sense of the word, always referring to himself as the head coach rather than the manager. As I began my coaching qualifications, I regularly asked myself, “What would Roy do in this situation?” I consistently benchmarked my own behaviour and decisions against what I had learned from him and against the very best in the profession.

Another influential figure during my time at Fulham was Martin Jol. His focus was very much on gaining a tactical advantage over the opposition. In the latter stages of my time at the club, working closely with him deepened my understanding of in-game management and tactical flexibility. He helped me appreciate how and why tactical detail truly matters. Martin taught me how he saw the game, how different player profiles could change the appearance of the same system, and how selection was always linked to the opponent and the desired outcome. That education continues to benefit me today. When unexpected situations arise during matches, I feel composed, prepared, and capable of influencing the game positively.

After seven years at Fulham, I made the decision to leave and pursue a full-time coaching role. While I felt confident in my knowledge and experience, I also felt a strong desire to challenge myself further. My first coaching opportunity in Sweden led to an unexpected but significant step forward, as I impressed the head coach sufficiently to be offered the role of assistant coach with the Norwegian national team. Although I had only been coaching full-time for six months, it was an opportunity I could not refuse. 

Seven years later, I had the privilege of working with international-level players, preparing teams to compete against some of the world’s leading national sides, including England, France, Italy, and Germany. During this period, I relocated my family abroad to continue my coaching career in Norway. Alongside this, I was heavily involved in the development of young players in Sweden, undertook similar work in Finland, and later returned to Sweden, where I was fortunate to win the league with BK Häcken in the top division. Most recently, I had the honour of leading Östers IF to promotion, ending the club’s absence from the top division after more than a decade.

All of these experiences—embracing them, reflecting on them, and allowing them to challenge me—have shaped me into the head coach I am today. While I always felt confident in my tactical understanding, team identity, preparation, and coaching methodology, the area that fascinated me most was leadership. From observing Roy’s one-to-one conversations—listening, understanding, and communicating with clarity—I gradually found myself embracing that same responsibility.

One of the most important lessons I learned early on is that effective leadership begins with authenticity. Experience provides a foundation, but building strong relationships with players and showing genuine care for them is essential. It is a priority for me that players feel comfortable speaking to me, both professionally and personally. Working in Scandinavia further reinforced this approach, as the support culture differs significantly from that of the Premier League. Adapting to the social context and the needs of the players is vital, because ultimately the players are more important than the coach.

A significant part of my work involves helping players accept their vulnerabilities and feel valued for who they are as individuals. Every player is different. When players feel accepted, a genuine sense of belonging can be created—regardless of background or circumstance. In my view, this is the single most important foundation for building a strong, inclusive, and successful group.

Therefore, when I meet a group of players for the first time, I dedicate just as much—if not more—time and energy to building the group dynamic as I do to developing our on-pitch identity. My aim is to create a collective in which responsibility is shared, leadership is encouraged, and every individual feels ownership of the team’s journey.

You often rely on a stable 4-2-3-1/ 4-3-3 and show a high Constant Index, which points to clear structures and continuity. In an era where many coaches rotate heavily and frequently adjust their systems, how important is stability for you compared to tactical flexibility? How would you describe your overall tactical philosophy — and which values and playing principles should your teams always express on the pitch, regardless of the opponent?

Martin Foyston: When arriving at a new club, the first priority is always to assess the players already in place. While, as a coach, you naturally have a clear vision of how you want your team to play, I have learned never to force a system or idea that does not suit the profiles available. Football rarely rewards rigidity. Throughout my career, I have come to understand that making subtle adjustments to one’s philosophy or playing style is not a compromise, but rather a necessity when it benefits the players.

Placing the player at the centre of the process encourages openness, adaptability, and long-term development. Over time, you are asking players to take ownership of the team’s identity, and that responsibility must be built on trust and understanding. My experience has shown that, initially, players often require a clear framework—a vessel they can operate within. However, once responsibility is shared and accountability is encouraged, players are capable of taking that identity further, strengthening it, and ultimately making it their own.

I strongly believe that a team’s energy should reflect that of its head coach, and that the collective personality of the team should mirror the values and intensity set from the top. Only then can true alignment and satisfaction be achieved. I want my teams to play with high energy and tempo, because on days when performance levels fluctuate or momentum is against you, energy can become the decisive factor on the pitch. 

Control, however, must always serve a purpose. It must have direction and ultimately lead to an outcome. While ball possession is important—because the more you have the ball, the fewer opportunities the opposition has to hurt you—possession without intent holds little value for me. I want the ball to move quickly and decisively. I often compare this approach to designing a Formula One car: while the primary objective is performance and efficiency, there remains a responsibility to make it visually attractive and exciting. Football, in the same way, should be both effective and compelling. Have you come to see the Opera, or do you want to see heavy metal? I would choose the latter.

Formations are often misunderstood, as they change instantly depending on whether a team is in possession or out of possession. They also adapt when pressing, sometimes specifically in response to the opposition. For me, formations are merely a starting point—a reference that helps players understand the principles of positional play and where they can contribute most effectively on the pitch. In a 4-3-3, for example, many of the positional angles come naturally. Players often find themselves in positions that allow them to receive the ball on the half-turn, in space, and on the diagonal. Similarly, when playing with a back four, it is possible to create a three-player build-up structure through intelligent rotation rather than static positioning, making the team more unpredictable and harder to press.

When my team is in possession, creating numerical superiority is essential in order to maintain control. At the same time, there must always be a threat in behind to reward that control. I am constantly seeking ways to access areas of the pitch where the opposition can be hurt—whether that is between the lines or beyond the defensive line. Simply retaining possession for its own sake is not the objective. Control must be rewarded with penetration and purpose—and as often as possible.

Relationships on the pitch are fundamental. I frequently train players in consistent pairings or small groups to develop automatic movements and shared understanding. Ideally, a player should anticipate the next pass or movement without the need to constantly scan in uncertainty, which can slow down the game’s tempo. When these automatisms are trained effectively, they allow for both positional rotation and the ultimate objective: speed of thought, speed of action, and speed of movement.

There is always a delicate balance between creating overloads to maintain control and ensuring the ball is played into dangerous areas often enough to generate goal-scoring opportunities. At times, I am prepared to sacrifice a degree of control in order to increase our attacking output.

The focus of any system must be dictated by the profile of the players available. For example, if you have a number six who is comfortable and composed when receiving the ball under pressure in the build-up phase, you effectively free up an additional player in midfield to operate higher up the pitch. 

Flexibility within the system is particularly important, especially in environments such as Sweden, where key players may be transferred to larger clubs mid-season. You may work together as a group for several months, only to lose two of your most influential players unexpectedly. In such situations, the replacement does not need to replicate the exact profile of his predecessor. Instead, he may bring different qualities that evolve the system and add a new dimension to the team’s play.

I often see the greatest need for adaptability during matches themselves. When leading a game, there are generally two clear options: to continue pursuing further goals using the same approach that has brought success, or to adapt the system in order to manage the opposition’s increased risk-taking as they search for an equaliser. The correct decision depends on the rhythm of the match, the quality of the opponent, and the level of confidence and energy within your own team.

In the majority of cases, maintaining your successful approach and pushing for a second, third, or even fourth goal is the right course of action. At other times, however, you develop a sense of what is coming and must feel comfortable trusting your instincts. In many situations, the desperation of an opposition chasing the game can be used against them to further extend your lead. When a head coach remains calm, focused, and well prepared, these subtle in-game adjustments can have a significant impact and often become invaluable tools for sustained success.

With Östers IF, you achieved promotion to the Allsvenskan, followed by more challenging phases at the top level. How do you reflect on that period today — both the sporting success and the difficulties of competing at a higher level? Which lessons from that experience have had the most lasting impact on you as a head coach and continue to influence your decisions today?

Martin Foyston: Every football club has its own story. You either arrive at the beginning with a blank page, or you step into an ongoing narrative with a script already in place. In the case of Östers IF, the message was exceptionally clear: I was given full responsibility. There were no directives on how the team should play or how development should be approached. The objective was singular—achieve promotion to the top division—and I was given two years to do so. In reality, however, it was understood that the expectation was to achieve this within one.

From the outset, it was evident how significant promotion was for the club, having spent more than a decade in the division below. This clarity provided a strong sense of purpose, but also a great deal of freedom. It allowed me to work in alignment with my own philosophy, which in turn becomes the clubs—doing what I believed was best for the players in order to meet the club’s objective.

That freedom ultimately became one of our greatest strengths. As a group, we were able to focus internally and shut out external noise. Such noise often manifests as pressure, which leads to stress and anxiety and inevitably impacts performance. I was conscious from the beginning that neither the team nor the club stood to benefit from this pressure, and a significant part of my role was to protect the players from it.

When pursuing promotion, it is essential to prepare players not only to succeed, but also to fail. We invested considerable time in strengthening the group and equipping ourselves to handle setbacks effectively. Failure is inevitable in such a process, and when it occurs, players must be prepared to respond constructively. After years of missed opportunities, desperation does not simply disappear; it must be managed. Players first need to learn how to cope before they can move forward.

Our work around mindfulness, group dynamics, shared ownership, and controlling the internal environment were key factors in the success of our promotion season. Once this foundation was established, progress in the footballing aspects accelerated rapidly. Players were open, motivated, and eager to adapt, and our identity was already visible during pre-season. Translating identity into consistent winning performances inevitably involves highs and lows, but by remaining united in our message and drawing strength from one another, we were able to sustain momentum throughout the season and achieve success together.

The challenges we faced upon entering the higher division were predictable. The quality of opposition increased significantly, requiring us to adapt both quickly and effectively. As mentioned previously, group dynamics remain the most important factor—surpassing any playing style or tactical philosophy. Recruiting twelve new players while losing four of our most influential individuals can make a head coach feel as though the process must begin again. Ideally, a smaller intake allows new players to better integrate into an already established environment, strengthening both the individuals and the collective.

As a newly promoted team, it is important to accept the reality that you are likely to experience more defeats than victories. While this may conflict with personal mentality or competitive instinct, experience prepares you for this challenge. In such circumstances, calmness becomes the most important attribute.

Promotion also brings increased attention and new personnel into the club environment. While intentions are generally positive, additional input can sometimes become challenging and can affect the environment in different ways. Working with four different sporting directors over a 20-month period is far from ideal, but navigating that challenge professionally is a source of considerable pride and personal growth.

At times, leadership can feel isolating. Progress is most sustainable when it is collective, and the most valuable support a coach can receive is, “How can I help you be better?” Sometimes that support is present; at other times, it is not. Ultimately, the influence of one individual is limited, but the power of many working together—within a framework of respect, openness, and control—is immense and can lead to long-term success.

When I arrived at the club, the objective was clear: to lead the team to promotion to the highest division. However, once that goal had been achieved, the expectations for the following season became increasingly unclear. While there appeared to be an internal consensus that finishing the season with three teams below us would constitute success, this was never clearly communicated or agreed upon by all members of the club.

When I was informed of the club’s decision to relieve me of my responsibilities as head coach, the team was still in a strong and competitive position. With eight matches remaining, we had direct competitors below us still to face, a favourable goal difference, and—most importantly—our fate remained firmly in our own hands. It was, naturally, a difficult message to receive, but one I accepted with professionalism.

In retrospect, when the season concluded and the club ultimately suffered relegation, it is difficult not to reflect on what might have been achieved through greater clarity, composure, and collective alignment. In football, success is often determined not only by performance on the pitch, but by calm decision-making and unity during periods when stability is most required.

Thank you very much, Martin, for your time!