The exits of the United States, Mexico and Canada from the FIFA World Cup should come as no surprise to those of us who have dedicated our lives to the game — particularly to player development. What is surprising, however, is the manner in which the U.S. was eliminated and the familiar conversations that have followed.
Once again, the U.S. failed to advance beyond the Round of 16, with the lone exception of the remarkable run in 2002. The disappointment is real, but so too is the opportunity to confront a difficult truth: Despite the extraordinary growth of soccer in America, we still have significant work to do.
The business of soccer in the U.S. has flourished. We have built world-class stadiums, launched and sustained a successful professional league, cultivated passionate supporters and produced a growing number of players competing both domestically and abroad. By every commercial measure, the sport has never been healthier.
But the growth of soccer in America is only at halftime.
If the first half of our journey was about building the infrastructure of the game, the second half must be about something even more important: developing generations of elite American players.
That responsibility rests squarely with all of us in the American soccer ecosystem — U.S. Soccer, professional clubs, academies and youth organizations. For too long, player development has not received the singular focus and commitment it deserves. Too often, politics, profits over player well-being and short-term priorities have overshadowed the long-term mission of teaching the game properly at the youngest ages.
I have said for years that the identity of the U.S. men’s national team doesn’t rest on the shoulders of the head coach; while important, it is not the determining factor in our success or failure on the world stage. The endless debates over tactics, substitutions, individual player performance and coaching decisions following each World Cup elimination miss the bigger picture.
The issue is far deeper.
We must teach our youngest players to master the ball early in life, develop a genuine love for the game and become tactically sophisticated as they mature. The United States consistently produces athletes who are big, strong and fast. But, generally speaking, we have not produced enough players who are technically polished and tactically advanced by international standards.
Our player pool lacks the depth of the world’s elite soccer nations. We have produced exceptional individuals along the way, but not enough of them, and not consistently enough.
This is not an indictment of our national team players or our coaches. They have represented our country with pride and commitment. The responsibility lies with the broader development system that produces them.
Great coaching at the national team level cannot compensate for developmental shortcomings that begin years earlier.
Around the world, countries with populations a fraction of the size of the United States consistently compete among soccer’s elite. Why? Because they have created cultures and highly competitive systems that prioritize player development.
Look at Japan. Over the last two decades, it has methodically built one of the world’s most effective development models, emphasizing technical excellence, tactical intelligence and a clear national philosophy. Norway is another example of a smaller nation that consistently punches above its weight because of a commitment to developing players the right way.
In addition to the elite countries such as Argentina, France, Spain, England and Portugal, these are the countries we should be studying — not simply because of their results, but because of the systems and cultures they have created.
The good news is that America has every ingredient necessary to become a global soccer power. We have the athletes, the resources, the infrastructure and an increasingly passionate fan base. What we need now is an unwavering commitment to developing players differently and better.
The next chapter of American soccer will not be written in boardrooms, television studios or post-match press conferences. It will be written on training fields, in academies, and in highly competitive environments where young players are taught to love the game, think the game, and master the game.
Our mission should be to create an environment where young athletes can develop authentically, positively and holistically — where player development comes first and where the next generation of American talent can be nurtured the right way.
Because if the first half of soccer’s growth in America was about building the game, the second half must be about building players.
Nick Sakiewicz is a former professional player, founding executive of Major League Soccer and currently CEO and co-founder of Sports Performance Hub.
