Inspired by AC Milan's Serie C Application, Marotta’s New Strategy Drives Inter Milan's U23 Vision

Recently, AC Milan announced that their U23 team has formally applied to participate in Serie C, with the final procedures in the closing stages. This makes AC Milan the third Serie A club, following Juventus and Atalanta, to have a second team competing in professional leagues. Meanwhile, Inter Milan is facing significant challenges in their youth system. Inter’s current youth setup’s highest level is the “Primavera” team, which is the U19 category. Some of Inter’s promising young talents, such as Valentin Carboni, highly regarded by Argentina’s national team coaches, and Francesco Pio Esposito, performing well in Italy’s youth national teams, are no longer suited to the U19 level. Finding a stable place for them to get regular playing time is not easy and is filled with uncertainties.

If Inter had a U23 team, many of these young talents would have a clearer development path, increasing their chances of success. Under these circumstances, Inter has a pressing need to establish a second team to compete in professional leagues, ensuring they do not fall behind their archrivals Juventus and Milan. In recent years, Inter has had such plans but postponed them several times due to various practical difficulties. However, AC Milan’s move has greatly stimulated Inter, and with a favorable wind now blowing, Inter is vigorously pushing forward the second team project under new CEO Giuseppe Marotta.

The Favorable Wind

The favorable wind is the new ownership’s focus on promoting youth development as a core tenet. Oak Tree Capital’s three-year plan, as detailed by Gazzetta dello Sport, includes achieving financial balance within 12 months, improving Champions League results to make Inter a benchmark for American investments in football, and the shareholders’ strong recommendation to sign young players. This is not surprising; across Europe, American-owned clubs are almost fanatical about signing young talents, as discovering a gem can rapidly increase a player’s market value, which is highly desirable for investors.

Although Oak Tree Capital has announced a “three-year plan,” there is skepticism about whether they will manage Inter for the full three years. Regardless, since the investors have stated their goals, Inter aims to use this momentum to accomplish tangible tasks. Even if the investors change in the future, Inter will have progressed. Leveraging the main shareholders’ interest in young players to restart the long-stalled second team project is part of Inter’s plan.

In a recent interview, Marotta emphasized, “When I was at Juventus, we were the first club to establish a second team to compete in professional leagues. Later, Atalanta followed our example.” Over the years, Juventus’ second team has continuously supplied talents to the first team, greatly assisting them. Marotta pointed out, “The biggest challenge in establishing Inter’s second team is the structural aspect; the club does not have enough training centers.” This statement was widely quoted, but many overlooked another crucial remark from Marotta in that interview: “This is a problem for all clubs, and I hope we can resolve it quickly,” indicating that Inter’s top management is finding ways to circumvent this issue and push forward the second team’s establishment.

The Creative Solution

A few months ago, we discussed that the difficulty in establishing Inter’s second team is not in finding coaches or players. The challenge lies in the fact that Inter’s current Pinetina training base is insufficient to support two professional teams. Building a new training facility that meets entry requirements would cost 30 to 40 million euros, which is hard to afford given Inter’s current financial situation. How can this problem be solved?

Combining reports from various Italian media, Inter’s new plan for the second team does not necessarily require building a new base immediately. This isn’t something that can be done overnight; leasing is a viable option. Additionally, the second team’s base and home ground do not have to be in the highly congested and expensive city of Milan. They could be located in more remote areas of Lombardy, such as the San Giacomo or Rosate districts, which would significantly reduce costs. While this might make it harder for Inter fans to watch U23 matches, it is better than shelving the plan. As a temporary measure, getting the second team started first, with the possibility of improving conditions later, is a feasible approach.

Inter’s managers have frequently emphasized the need for “creativity” in the club’s operations under financial constraints. This means breaking free from established thinking patterns. For instance, who says Inter’s second team must be in the same city or region as the first team? Playing a few dozen kilometers away or even farther should not hinder their ability to play football. This is a viable solution.

Pushing Forward Despite Challenges

In summary, Italian media pointed out that while pushing forward the second team’s establishment is challenging, Inter is committed to making it happen. The efforts are driven by both internal aspirations and external stimuli, especially AC Milan’s recent move. Marotta’s leadership and creativity are crucial in navigating the structural and financial hurdles.

By utilizing rental facilities in less costly areas, the club can feasibly manage the expenses associated with setting up a second team. This strategy not only ensures that Inter remains competitive with its rivals but also aligns with the new ownership’s emphasis on youth development. Moreover, having a second team competing in professional leagues provides a critical platform for young talents like Carboni and Esposito, bridging the gap between youth football and the first team.

Ultimately, this initiative signifies a progressive step for Inter Milan, promising a brighter future for its young players and, potentially, a more financially sustainable model. As the club navigates these changes, the ultimate goal remains clear: to foster talent and maintain competitive edge while managing resources creatively and effectively.