Peter Lund works as Head of U10–U13 and Club Partnerships at Vejle Boldklub, a Danish football club. In this interview, he explains how the Master in Football Business Online helped him in his role
In recent years, football in Denmark has experienced significant growth. With around 370,000 registered club members, football has established itself as the country’s most popular sport. One of the keys to this growth has been talent development. Peter Lund, who leads the U10–U13 area and manages club partnerships at Vejle Boldklub, faces this challenge every day: managing relationships with over 40 partner clubs and ensuring that the best players find their way to the club’s academy.
Peter, a graduate of the Master in Football Business Online, emphasizes that the program allowed him to deepen his understanding of the strategic and organizational aspects of the industry. In this interview, he explains the challenges of his work and gives advice to those looking to take their first steps in the football industry.
What are the main challenges of working with grassroots clubs at Future Vejle?
One of the main challenges is that the gap between professional and amateur clubs has grown rapidly over the last decade. They are very different worlds in many aspects, though also quite similar. This makes communication key.
We focus on being clear and honest: our interest is, naturally, in the best players. In return, we offer development for coaches, leaders, and players, as well as experiences such as match tickets or visits from first-team players.
It’s not about narrowing the gap—that’s not possible—but about explaining why we do what we do and getting clubs to follow as closely as possible.
How did the Master in Football Business Online influence your current role?
My time during the program was special because it coincided with many changes at the club. In February, a group of local businessmen bought the club, bringing a natural transition.
I knew this change was coming, but it occurred alongside all our ongoing projects.
“We are still in that process, but the knowledge gained at Johan Cruyff Institute, combined with my role at the club, has put me in a stronger position within the sporting area. We are currently working on a new club strategy, which I really enjoy”.
The Master in Football Business Online gave me a deeper understanding of the mechanics of the football industry, which helped me grow. In addition, the work I did focused on the club has been recognized internally, which I greatly appreciate.
Peter Lund training with the U10–U13 team of Vejle Boldklub.
Why is the U10–U12 pathway important for Vejle’s academy structure?
Recruitment for our academy is based on players from partner clubs. The first real academy squad starts at U13, following the traditional Danish model.
This makes development in partner clubs crucial. We have organized talent programs, weekly training sessions, and training centers open to a broader group of players. Developing these clubs is essential for us.
These activities also strengthen our connection with children and families in the region. This is reflected in attendance: we have the highest occupancy rate in the Danish Superliga, and the fastest-growing fan segment is children and their families. It is crucial both from a sporting and commercial perspective.
What strategies work best to connect grassroots clubs with a professional academy?
When I started in 2020, the focus was on structuring and standardizing agreements with clubs. In recent years, the emphasis has shifted toward individualizing those agreements, especially with larger clubs.
Traditionally, agreements prioritized the professional club’s demands. Now we have turned that around, focusing more on what the clubs need. Over time, we have reached a common understanding that the best players should gather at our club, but today we prioritize their needs in discussions.
“Professionally, it’s about identifying what the “customer” wants and adapting our product accordingly. Since 2020, we have grown from 26 to 43 partner clubs. The U12 recruitment base has increased by 88%, and new clubs represent about 40% of it”.
Which skills from the Master in Football Business Online do you use most in your daily work?
It’s hard to point to just one, but overall it was broad personal and professional development. In my master’s project, I conducted a full due diligence analysis of the club, and the knowledge from Johan Cruyff Institute helped me dive deeper into key areas.
I also proposed an updated academy strategy based on that analysis, applying what I learned in the strategic courses. Today, I can better identify areas for improvement and propose solutions.
Above all, these skills enhance discussions and strategic decision-making within the club.
Based on your experience, what advice would you give someone starting a career in the sports industry?
My path began simply by doing things. I started young as a coach, without thinking of it as a career.
I spent many hours voluntarily learning and exploring different areas. Even if not everything relates directly to what I do now, it gave me a broader understanding of the football world.
“I would recommend a “yes strategy”: accept tasks and opportunities to gain experience. Over time, your name will be recognized, and you will become someone indispensable. It takes time, so be patient”.
