ISL’s New Power Equation: More Control, Bigger Responsibility for Clubs, Says Bengaluru FC
Indian football is entering a new phase, and the biggest change may not happen on the pitch. The Indian Super League is moving towards a club-led commercial model, putting greater responsibility and greater financial risk in the hands of the clubs themselves.
Xtratime Webdesk: Indian football is entering a new phase, and the biggest change may not happen on the pitch. The Indian Super League is moving towards a club-led commercial model, putting greater responsibility and greater financial risk in the hands of the clubs themselves.
For years, the league’s commercial structure provided clubs with a more centralised framework. Now, they will have a bigger say in how the competition is marketed, monetised and developed. But with greater control comes a difficult question: can the clubs generate enough revenue to make the model work?
The shift also changes the relationship between the key organisations running Indian football. The All India Football Federation (AIFF) remains responsible for the administrative and regulatory side of the competition, while the ISL clubs are taking greater control of its commercial operations. Football Sports Development Limited (FSDL), which had previously played a central role in the league’s commercial management, is no longer carrying the same responsibility under the new club-led structure. In effect, the clubs are moving from being participants in a centrally managed commercial system to becoming key stakeholders responsible for the league’s business future.
Bengaluru FC director of football Darren Caldeira believes the shift is risky but necessary. His argument goes beyond commercial control. If clubs are expected to carry more of the financial burden, they may also have to rethink how they build their squads.
That could mean an end to the race to spend heavily on established players. Salary controls are increasingly becoming part of the conversation, with clubs needing a system that keeps costs sustainable while maintaining competitiveness.
Bengaluru’s approach offers one possible blueprint. Rather than relying heavily on the transfer market, the club has increasingly turned towards its academy, with a significant portion of its first-team squad coming through its youth system. For clubs facing tighter financial realities, developing their own players could become more than a long-term footballing philosophy; it could become an economic necessity.
The same debate extends to overseas and OCI players. While they can add experience and quality, Caldeira has argued that they should not become a shortcut at the expense of developing Indian talent.
The bigger challenge, however, remains commercial. A successful club-led ISL will need stable broadcasting, stronger sponsorship, controlled spending and genuine investment in youth development. The league now has more ownership sitting with its clubs. The next test is whether they can turn that responsibility into a sustainable football business.
