Project 14 and 26 - Soccer - Developing Leagues Around the World

[PWC2017]

Chapter 21: The Big Seven​

2019 – 2020

Some ideas were never meant for slide decks.

They lived in notebooks, in late-night calls, in conversations that ended with silence rather than agreement. The Big Seven was one of those ideas—spoken about carefully, shared selectively, and never written down in full.

Officially, it did not exist.

The Origin of the Secret​

By 2019, the professional structure beneath MLS was finally taking shape. USL had tiers. Standards were clearer. Ownership expectations were rising.

But something was still missing.

There was no mechanism for iconic clubs to return.

North American soccer had history—real history—but it had been erased by the franchise model. Names that once carried continental weight were now footnotes, trademarks, or memories kept alive by aging supporters.

Manson believed that was a mistake.

If a new era was coming, it needed anchors.

Project 26​

Internally, the timeline had a name:

Project 26.

The idea was not immediate disruption, but patience. A long runway. Foundations laid quietly so that when the moment came, the structure already existed.

The plan centered on seven clubs.

Not franchises.

Institutions.

The Big Seven Concept​

The clubs were chosen deliberately—not just for market size, but for symbolism, geography, and narrative power.

• New York Cosmos – the original standard-bearer
• Los Angeles Aztecs – a West Coast counterweight
• Detroit Express – industrial heartland and legacy identity
• Golden City (San Francisco) – innovation, global capital, cultural reach
• Baltimore – East Coast football city without representation
• Las Vegas – the new frontier, neutral ground, global destination
• Miami (Non-Inter) – Latin gateway, independent identity

These were not MLS expansions.

They were something else entirely.

Super Clubs, Defined Carefully​

The term “Super Club” was never used publicly.

Internally, it had a precise meaning:

• Full stadium ownership or control
• Purpose-built training complexes
• Independent commercial rights
• International partnerships
• Youth-to-professional pipelines

These clubs would not be rushed.

They would begin play in 2026, once the ecosystem beneath them was strong enough to support ambition without collapse.

Why Secrecy Mattered​

Every conversation carried risk.

MLS owners would see threat.
Media would see conspiracy.
Supporters would jump to conclusions.

So the project remained compartmentalized.

Only a handful of people ever heard the full outline.
Even fewer understood the timing.

Most conversations ended with:
“Interesting idea.”
“Not now.”
“Let’s revisit this later.”

That was enough.

Las Vegas at the Center​

One of the clubs already had a home in theory.

Las Vegas was not chosen because it was safe.

It was chosen because it was blank.

No inherited politics.
No legacy ownership structures.
No expectations.

It was a city comfortable with reinvention.

Manson understood that instinctively.

Not a League—Yet​

The Big Seven were not meant to replace MLS.

They were not a breakaway.

They were a future layer, designed to exist once the system could absorb them.

When that moment came—if it came—the conversation would change.

Not about whether North America could support elite clubs.

But about who was ready when the door finally opened.

Waiting for the Right Time​

For now, the project stayed quiet.

Ideas refined.
Relationships tested.
Ownership interest gauged discreetly.

Project 26 was still just a number on a timeline.

But the Big Seven had names.

And once something has a name, it has weight.

 

[PWC2017]

Chapter 22: Looking South​

2020 – Early 2021

If the structure was finally beginning to take shape at home, the next question was unavoidable.

How high was the ceiling?

For decades, North American soccer had measured itself against CONCACAF, and largely accepted the limitations that came with it. Regional success was possible. Occasional continental relevance followed. But sustained exposure to elite competition—the kind that hardens clubs, players, and culture—remained out of reach.

Manson believed that ceiling was artificial.

The South American Benchmark​

There was no mystery about where the standard truly lived.

South America did not have better geography or greater wealth. What it had was competitive pressure—week after week, year after year.

Copa Libertadores.
Copa Sudamericana.
Hostile environments.
Relentless expectations.

If North American clubs were ever going to close the gap, they needed access to that ecosystem.

Not symbolically.
Structurally.

First Conversations with CONMEBOL​

Initial visits to CONMEBOL were deliberately informal.

No proposals.
No timelines.
No demands.

Just questions.

What would it take for non-CONMEBOL clubs to participate meaningfully?
What standards would be required?
What political barriers were immovable—and which were simply tradition?

The responses were cautious, but not dismissive.

South America had its own challenges:

• Financial imbalance
• Travel costs
• Calendar congestion

But there was also curiosity.

North American capital.
Modern infrastructure.
New markets.

It was not impossible.

Just complicated.

MLS and USL: Managing Perception​

Back home, the conversations had to be handled carefully.

With MLS, the concern was stability. The league had fought for decades to establish itself and had no interest in risking political capital within CONCACAF. Any suggestion of moving competitions—or splitting focus—triggered immediate defensiveness.

USL was different.

There was curiosity.
Less to lose.
More to gain.

For USL ownership groups with long-term ambition, South America represented not a threat, but a benchmark.

Still, no one wanted to be first to say it publicly.

A Dual-Confederation Idea​

The concept that began to emerge was not replacement, but coexistence.

• Maintain CONCACAF participation for some clubs
• Allow select US and Canadian teams access to CONMEBOL competitions
• Use licensing, performance, and infrastructure as gatekeepers

It was not about geography.

It was about readiness.

Not every club would qualify.
Not every season.
Not immediately.

But the pathway mattered.

Mexico: The Missing Piece​

Any serious discussion inevitably led south-west.

Mexico.

Meetings with Liga MX officials were exploratory but revealing. Mexican clubs already straddled both worlds—commercially aligned with North America, competitively drawn to South America.

There was frustration.

CONCACAF limited them.
CONMEBOL tempted them.

The idea of a broader competitive ecosystem—one that included Mexican, U.S., Canadian, and South American clubs—was not foreign. It was simply politically inconvenient.

But inconvenience fades over time.

The Calendar Question​

Underlying every conversation was the same reality:

Calendars mattered.

The European season.
The South American season.
The North American season.

Any future alignment would require North America to abandon its summer-first identity and move closer to the global rhythm. It was not just about weather—it was about integration.

Manson had already accepted that truth years earlier.

No Announcements, No Commitments​

By the end of these early discussions, nothing had changed on paper.

No agreements.
No press releases.
No leaked documents.

But the questions were now being asked in the right rooms.

And more importantly, they were no longer being laughed off.

Raising the Bar​

The goal was never to escape CONCACAF.

It was to outgrow dependency.

To create clubs capable of competing anywhere—regardless of confederation, opponent, or environment.

For Manson, that had always been the point.

Structures create opportunity.
Competition creates standards.

And standards, once introduced, have a way of spreading.

 

[PWC2017]

Chapter 23: The Calendar Problem​

2021


Every ambitious football project eventually collided with the same immovable object.

The calendar.

It was not a scheduling issue. It was a cultural one. A commercial one. A political one. And in North America, it was treated as untouchable.

Manson disagreed.

Why the Calendar Mattered​

In isolation, the North American calendar worked.

Summer football avoided winter weather.
Stadium availability was simpler.
Television windows were predictable.

But integration was impossible.

Transfers were misaligned.
Player contracts ran out mid-season.
Continental competitions were fractured.
Pre-seasons overlapped competitive matches elsewhere.

North American clubs were always out of sync with the world they claimed to want to compete in.

To Manson, that contradiction could no longer be ignored.

A European Rhythm​

The solution, in theory, was obvious:

July/August to May.

The global football calendar.

But theory meant nothing without alignment.

North America could not move alone.

The Mexico Factor​

Mexico was the key.

Liga MX was commercially powerful, politically influential, and geographically central. Any calendar shift without Mexico would create a split market—fragmenting broadcasting, transfers, and continental competitions.

Manson’s position was firm:

If Mexico did not move, no one should.

That understanding shaped every conversation that followed.

South America’s Role​

Discussions with CONMEBOL led quickly to meetings with Brazilian and Argentine league officials. Their calendars ran yearly, like the US, normally Jan to December, and continental competitions still strained clubs through congestion and travel.

There was shared frustration:

• Too many competitions
• Misaligned domestic schedules
• Financial imbalance driven by European pull

The idea of alignment—true alignment—was appealing.

But only if it was collective.

CONCACAF at the Table​

Any calendar shift required CONCACAF involvement, whether comfortable or not. Competitions like the Champions League could not exist in a vacuum. If North America moved, CONCACAF tournaments had to move with it—or risk becoming irrelevant.

That was the quiet leverage.

No one wanted fragmentation.
No one wanted redundancy.

Alignment or Nothing​

Manson was clear in every room:

This was not about compromise timelines or partial transitions.

It was all or nothing.

• Mexico
• United States
• Canada
• South America

Domestic leagues and continental competitions had to align—or the disruption would outweigh the benefits.

There would be no unilateral experiment.

The Weather Argument​

Weather was raised constantly.

It always was.

Manson did not dismiss it—but he reframed it.

Scandinavia played through winters.
Eastern Europe adapted.
Infrastructure followed commitment.

If North America wanted global relevance, it would have to invest accordingly.

No Deals—Just Direction​

By the end of 2021, there were no signed agreements.

No timelines.
No votes.
No public statements.

But something had shifted.

The calendar was no longer dismissed as impossible.

It was now understood as inevitable—just not yet.

The Real Test​

The calendar debate revealed something deeper than scheduling preferences.

It exposed whether stakeholders truly believed in a global future—or were content with regional comfort.


Manson already knew where he stood.


The question was how many others would be willing to move when the moment finally arrived.

 

[PWC2017]

Chapter 24: The World Soccer Calendar​

2020 – 2021

By 2020, one of the most persistent barriers to North and South American football had become impossible to ignore: the calendar.

North America ran summer-first seasons. Mexico split its competitions into Apertura and Clausura. South America largely operated February to December. Transfers were misaligned, continental tournaments fractured, and players were constantly out of sync with the global game.

For Manson, the problem had been clear for years. Change was not just desirable—it was necessary. But it would require unprecedented cooperation across leagues, confederations, and countries.

Beginning the Conversations​

In 2020 and 2021, Manson initiated discussions with:

• MLS and USL in the United States
• Liga MX in Mexico
• CONMEBOL, including Brazil, Argentina, and Chile
• CONCACAF, to represent regional tournaments and smaller nations

The goal was ambitious: move the Americas toward a unified, European-style season—July/August through May—and synchronize domestic and continental competitions.

It was not an easy sell.

• MLS owners were protective of television contracts and summer schedules
• Liga MX worried about disrupting fan traditions and revenue streams
• CONMEBOL had entrenched continental competition dates
• Smaller CONCACAF nations feared being left behind

Manson knew alignment would only work if everyone was on board.

The European Rhythm​

Manson’s principle was clear: North American leagues could not shift independently.

• Domestic schedules, continental tournaments, and transfer windows had to match Mexico and South America
• Player development and commercial opportunities depended on continuity
• Global integration required timing consistency

Without full buy-in, any unilateral shift risked chaos.

Aligning Continental Competitions​

A core part of the plan was to reimagine tournaments under what would become the World Soccer Calendar:

• CONMEBOL and CONCACAF competitions would adjust to fit the new season
• Fixtures would avoid domestic league conflicts
• Clubs could compete internationally with fewer logistical and competitive disadvantages

It was not just scheduling—it was a structural evolution, laying the foundation for a true continental ecosystem.

Building Consensus​

Throughout 2020 and 2021, meetings were frequent but discreet.

• Conversations with Brazil and Argentina explored integrating their top clubs without disrupting domestic leagues
• Talks with Liga MX focused on reconciling Apertura/Clausura splits and MLS/North American calendars
• Smaller CONCACAF nations were included early to avoid marginalization

Each meeting reinforced the same truth: alignment was only possible if there were no half-measures.

A Long-Term Vision​

Manson framed the idea carefully:

• Start with consultation, not implementation
• Gradually align competitions
• Target full adoption in Summer 2026, coinciding with Project 26’s full rollout

The timeline was deliberate. Change too fast risked collapse. Change too slow risked irrelevance.

The Manson Principle in Practice​

The calendar debate reinforced Manson’s philosophy: football’s growth is not just about players, clubs, or money—it is about coordination, clarity, and structure.

The World Soccer Calendar would provide:

• Synchronized continental competitions
• Aligned domestic schedules across North and South America
• Global transfer windows in harmony
• A framework for clubs to plan long-term, from youth development to commercial expansion

By 2021, the conversations were no longer theoretical.

The Americas were talking seriously about playing on the same clock, a first in football history.

And once a clock is agreed upon, the game itself begins to move in a new rhythm.

 

[PWC2017]

Chapter 25: Announcing the World Soccer Calendar​

2021

By late 2021, years of quiet negotiation and private meetings had reached a tipping point.

The World Soccer Calendar, long discussed behind closed doors with MLS, USL, Liga MX, CONCACAF, and CONMEBOL, was ready for its first public step. The concept was simple but unprecedented: starting Summer 2026, all major leagues and continental competitions across North and South America would operate on a July/August to May schedule, aligned with the majority of global football.

The announcement would not just mark a scheduling shift. It was a statement of intent—a signal that the Americas were finally integrating with the global game.

A Carefully Staged Rollout​

The press conferences were staged across three continents:

• New York City – MLS headquarters, emphasizing alignment with North American stakeholders
• Mexico City – Liga MX, highlighting historic cooperation
• Montevideo / Buenos Aires – CONMEBOL, demonstrating South American buy-in

Each conference featured leaders from leagues and confederations, though Manson remained mostly behind the scenes, the architect of the negotiations and vision.

• Key message: “This is not an immediate operational change. This is a roadmap for 2026 and beyond.”
• Purpose: reassure fans, media, and sponsors that the shift would be gradual, structured, and sustainable

Core Announcements​

The press releases and interviews confirmed:

1. Calendar Change: All domestic and continental competitions under CONCACAF and CONMEBOL will align to the European-style July–May schedule starting Summer 2026.
2. Global Synchronization: North American, Mexican, and South American leagues will now follow the same seasonal rhythm as most of Europe and Africa.
3. Continental Competitions: CONCACAF Champions League, Copa Libertadores, Copa Sudamericana, and other tournaments will adjust schedules to fit seamlessly with the new calendar.
4. Player Development & Transfers: Transfer windows will be standardized across the Americas to match global markets, ensuring smoother player movement.
5. Long-Term Vision: The calendar is a cornerstone of Project 26, the continent-spanning plan to elevate professional football infrastructure, competition, and commercial standards.

Media Reactions​

Reactions were mixed but attentive.

• European outlets were intrigued, noting that North and South America might finally “speak the same football language.”
• Local media in the U.S., Mexico, and Brazil emphasized the logistical challenges: weather, travel, and tradition.
• Analysts were cautiously optimistic, recognizing that alignment could improve competitiveness, player development, and international visibility.

Manson, who watched most of the coverage from a quiet office in Las Vegas, knew the real work had only begun. Announcing a vision was one thing. Executing it across dozens of leagues and nations was another.

The Manson Principle at Work​

For Manson, the announcement was symbolic but necessary.

• It marked consensus among leagues that had previously operated in isolation.
• It signaled structural intent, giving clubs, players, and commercial partners a predictable framework.
• It allowed Project 26’s broader ambitions, including the Big Seven Super Clubs and USL pyramid, to plan with certainty for the 2026 launch.

This was the moment when long-term strategy finally touched the public sphere.

And while nothing would change until 2026, the World Soccer Calendar had a name, a plan, and a timeline—and the clock was now ticking.

 

[PWC2017]

Chapter 25: Laying the Pyramid Foundations​

2021

By 2021, Manson had spent nearly a decade studying professional football growth in multiple continents. From Hong Kong and Macau to the United States and Canada, he had seen the importance of structure, sustainability, and slow, deliberate scaling.

The next phase of Project 26 was no longer conceptual—it required a concrete framework.

The Initial Discussions​

Early in 2021, Manson began meetings with MLS, USL, and a select group of private equity and club owners to discuss what a fully professional North American pyramid could look like.

• The goal was not immediate implementation.
• The goal was mapping capacity, numbers, and progression paths.
• It was about showing what was feasible—and what could realistically grow over a ten-year period.

The Pyramid Structure​

Manson’s model was layered carefully, drawing lessons from his Hong Kong and Macau work, as well as the evolving USL system:

1. MLS Super League – 24 professional clubs, the top tier, fully independent with infrastructure and commercial viability.
2. MLS Second League – 24 professional clubs, serving as the national second tier.
3. MLS Third League – 24 professional clubs, designed for smaller markets ready to meet licensing requirements.

Below the MLS national leagues, he envisioned a regional tier:

• NASL East Conference – 12 teams, two divisions of 6 teams each
• NASL West Conference – 12 teams, two divisions of 6 teams each

And under that, a developmental and local tier:

• NASL Interstate Leagues – 6 teams per league initially, serving larger regional clusters
• NASL State Leagues – 6 teams per league initially, feeding into Interstate Leagues and allowing organic growth

Why These Numbers​

The numbers were deliberate, not arbitrary.

• Manson had analyzed USL and PDL expansion from 2016–2021.
• He considered geography, travel, market potential, and ownership capacity.
• 24 teams per MLS league, 12 per conference, and 6 per local league were sustainable for player quality, financial viability, and fan engagement.

He knew that overexpansion would risk collapse, and under-expansion would stifle growth. The numbers were a balance between ambition and pragmatism.

Core Principles​

Several principles guided the pyramid design:

1. Infrastructure First – Every team must have stadium control and dedicated training facilities.
2. Ownership Standards – Clubs must demonstrate long-term funding and professional commitment.
3. Geography & Travel – Divisions and leagues were mapped to reduce travel strain and encourage regional rivalries.
4. Promotion Pathways – While promotion/relegation was long-term, every team had a clear pathway to climb the pyramid.
5. Scalable Expansion – Numbers could grow naturally over time as markets, ownership, and player bases matured.

The Strategic Importance​

Manson presented the pyramid not as a radical idea, but as a logical framework:

• MLS leagues would anchor the top tier and create elite professional standards.
• NASL regional conferences would allow mid-sized cities to participate meaningfully.
• State and interstate leagues would foster grassroots professional development, feeding the higher tiers.

The pyramid was not just a structure—it was a timeline. By slowly building each layer, North America could ensure quality, stability, and long-term growth.

A Measured Pace​

In 2021, nothing was final.

• The pyramid remained conceptual.
• Ownership groups were being identified and evaluated.
• Infrastructure plans were being scoped quietly.
• Manson’s work focused on laying rules, standards, and long-term projections.

For the first time, North America had a realistic blueprint for professional football expansion.

It would take years to implement.
It would take patience, negotiation, and careful oversight.

But the foundation was solid, and the vision for a continent-spanning, fully professional pyramid was finally visible.

 

[PWC2017]

Chapter 26: The Competitive Pyramid​

2021 – 2022

By 2021, the conversation had shifted from whether a pyramid was possible to what kind of pyramid North American soccer actually needed. Expansion alone was no longer enough. For the system to mature, performance had to matter, and it had to matter at every level.

Manson believed the mistake of earlier eras was not ambition, but impatience—attempting to impose a European model without adapting it to North American realities. His approach was different: promotion and relegation would exist, but it would be structured, licensed, and unavoidable.

A Pyramid Built on Consequence​

The proposed professional structure would operate across five interconnected tiers, with movement governed by results on the field and compliance off it.

At the top sat the MLS Super League, the highest level of competition in the United States and Canada.

MLS Super League​

The MLS Super League would consist of 24 clubs, all operating at the highest professional and financial standards.

The league would connect directly to global competition:

• 1st to 4th place: Qualification to the CONMEBOL Libertadores
• 5th and 6th place: Qualification to the CONMEBOL Sudamericana
• 7th and 8th place: Qualification to the CONCACAF Cup

This alignment was intentional. The strongest clubs would be measured against South America’s elite, while others would continue to compete within the CONCACAF structure.

At the other end of the table, there would be no ambiguity:

• 22nd, 23rd, and 24th place: Automatically relegated to the MLS Second League

Relegation from the Super League was absolute. Every club entered the season knowing that finishing in the bottom three meant demotion.

MLS Second League​

The MLS Second League would mirror the Super League in size, also comprising 24 clubs, and would serve as both a proving ground and a pressure point.

Promotion and relegation were clear and unforgiving:

• 1st and 2nd place: Automatic promotion to the MLS Super League
• 3rd to 6th place: Promotion playoffs for the third promotion spot
• 22nd, 23rd, and 24th place: Automatically relegated to the MLS Third League

This ensured constant movement. Clubs stagnating at this level would be replaced by more ambitious and better-prepared organizations.

MLS Third League​

The MLS Third League functioned as the final national tier, fully professional but more developmental in nature.

• 1st and 2nd place: Automatic promotion to the MLS Second League
• 3rd to 6th place: Promotion playoff for a third promotion place
• 23rd and 24th place: Relegated to the NASL Conference Leagues

The lighter relegation load here reflected the realities of emerging markets while still enforcing accountability.

NASL Conferences and the Regional Game​

Below the national leagues sat the NASL East and West Conferences, each consisting of 12 clubs across two divisions. Beneath them were the NASL Interstate and State Leagues, initially operating with six teams per league.

Movement upward from these levels was conditional:

• Stadium control or ownership
• Permanent training facilities
• Youth development pathways
• Financial sustainability and governance standards

Promotion was earned on the field—but approved off it.

Licensing as Governance, Not Escape​

Manson was explicit: licensing would not be used to protect failing clubs, but to prevent instability from spreading upward.

Relegation was automatic.
Promotion was conditional.

This distinction preserved sporting integrity while protecting the pyramid from collapse due to underprepared ownership groups.

A System Designed to Change Behavior​

With three automatic relegation places at the top two tiers, complacency disappeared. Mid-table obscurity no longer existed. Every match carried weight, and every season forced decision-making.

Owners had to invest.
Clubs had to plan.
Cities had to commit.

The Long-Term Vision​

By the end of 2022, the pyramid was no longer theoretical. It was defined, modeled, and stress-tested against financial and geographic realities.

It was bold, but it was not reckless.
Rigid, but not inflexible.

Most importantly, it created something North American soccer had never truly had before:

A ladder where ambition could rise—and failure could fall.

 

[PWC2017]

Chapter 27: The First Super Club​

The Rebirth of the New York Cosmos (2018 – 2022)

The idea of Super Clubs had always been controversial, even within the inner circle of Project 26. Critics saw them as a contradiction—how could a pyramid built on merit justify institutions designed to lead from the top?

Manson saw it differently. Super Clubs were not meant to replace competition; they were meant to anchor it.

And no club embodied that philosophy more than the New York Cosmos.

The First Conversations​

The first serious discussions took place quietly in 2018, long before any public mention of Project 26 or structural reform. Manson met with Rocco Commisso, whose recent acquisition of the Cosmos brand had reignited interest in a name that still carried global weight.

The conversations were not about nostalgia.

They were about credibility.

New York, Manson argued, could not simply have a top-tier club—it had to host one capable of competing internationally from day one. That meant ownership stability, infrastructure control, and long-term planning well beyond the norms of American soccer at the time.

Commisso understood immediately.

Redefining Ownership and Control​

One of Manson’s core principles for Super Clubs was vertical integration:

• Ownership of the club
• Control of the stadium
• Ownership or long-term control of training facilities
• A unified sporting and commercial strategy

The Cosmos, historically defined by star power, would be reborn as an institution defined by permanence.

Between 2019 and 2021, working groups were established to explore ownership structures that would allow outside investment while maintaining a controlling stake aligned with Project 26’s sporting standards.

Private equity interest was significant—but tightly managed.

This was not a flip asset.
This was a cornerstone.

Stadium First, Everything Else Second​

Unlike previous expansion models, no competitive timeline was attached to the Cosmos’ return. The club would not play a single match until its infrastructure was secured.

In 2022, a site in the Bronx was formally identified as the future home of the New York Cosmos.

The proposal was ambitious:

• Capacity: 41,500
• Soccer-specific design
• Fully covered seating
• Integrated commercial and community spaces
• Direct transport access

Just as important as the stadium itself was what surrounded it.

Training, Youth, and the New Identity​

Parallel to stadium planning was the development of a permanent training and academy campus, designed to serve both the first team and youth pathways.

The reborn Cosmos would not be a traveling brand.
They would be rooted.

Manson insisted the club reflect New York not only in name, but in function—local recruitment, community engagement, and a visible presence year-round.

The glamour would return.
But this time, it would be built on infrastructure, not appearances.

Why the Cosmos Came First​

The Cosmos were chosen as the first Super Club not because of history alone, but because they represented something North American soccer had never fully resolved:

A globally recognizable club, operating in a global way, on North American soil.

By 2022, the plan was no longer theoretical. The Cosmos were no longer a memory or a marketing tool.

They were a project with timelines, land, and intent.

And with their rebirth, Project 26 moved from framework to reality.

 

[PWC2017]

Chapter 28: The West Coast Super Club​

The Return of the Los Angeles Aztecs (2018 – 2022)

If New York represented history, gravity, and global recognition, then Los Angeles represented something else entirely: scale.

For Project 26 to succeed, it needed a West Coast Super Club capable of matching New York not just commercially, but culturally. Los Angeles—diverse, global, and already fluent in football culture—was the obvious choice. But the name mattered just as much as the market.

The Aztecs were not chosen lightly.

Why the Aztecs​

The Los Angeles Aztecs carried a rare combination of symbolism and flexibility. The name was historic, yes—but more importantly, it belonged to an era when American soccer was not afraid to think big. It was not tied to a franchise model or a modern league identity. It could be rebuilt cleanly.

To Manson, that made it perfect.

The Aztecs would not be a nostalgia act. They would be a future-facing institution with global ambition.

Early Contact: Arte Moreno​

Initial discussions began quietly in 2018 with Arte Moreno, owner of the Los Angeles Angels. Moreno’s long-standing presence in Anaheim and experience operating a major league sports franchise made him a logical first point of contact.

The conversations focused on three pillars:

• Long-term ownership stability
• Land control near an established sports district
• The feasibility of a world-class soccer stadium

Land close to Angel Stadium in Anaheim quickly emerged as a potential home for the reborn Aztecs. From a logistical standpoint, it was ideal—transport links, existing sports infrastructure, and a built-in fan corridor.

For a time, the project looked viable.

A Deal That Didn’t Happen​

Despite months of discussions, the deal with Moreno ultimately fell through. The reasons were never made public, but internally it was clear that philosophical differences remained—particularly around long-term control, governance, and the level of commitment required under Project 26’s licensing framework.

For Manson, compromise on fundamentals was never an option.

The Aztecs would either be built properly, or not at all.

The project was paused—but not abandoned.

A New Owner Emerges​

In 2022, momentum returned in dramatic fashion.

Marcelo Claure, the billionaire entrepreneur and global sports investor, publicly announced his interest in owning a Los Angeles-based Super Club aligned with the future North American pyramid.

Unlike previous discussions, Claure’s vision aligned closely with Manson’s.

He spoke openly about:

• Global competitiveness
• Infrastructure-first investment
• South American and European football integration
• Long-term participation in international competitions

For the first time, the Aztecs had an owner who understood that this was not an expansion team—it was a cornerstone.

Securing Anaheim​

Later that same year, land in Anaheim—near the original Angel Stadium site—was formally secured for the project.

The proposed stadium was bold, but deliberate:

• Capacity: 42,500
• Fully soccer-specific
• Designed for international competition standards
• Integrated training, media, and commercial facilities

The Aztecs would not share identity or space. This would be their home.

The stadium was designed not just to host domestic league matches, but to stage continental fixtures—CONMEBOL nights under California skies.

The West Coast Anchor​

With New York and Los Angeles now moving from concept to concrete, Project 26 gained its second anchor.

Where the Cosmos embodied legacy reborn, the Aztecs represented modern ambition—a club designed to operate at global scale from the moment it entered competition.

By the end of 2022, the message was clear to those paying attention:

This was no longer a theory.
This was no longer a discussion.

The Super Clubs were coming.

 

[PWC2017]

Chapter 29: The People’s Club​

Detroit Express and the Long Road Home (2014 – 2022)

Detroit’s story was never going to follow the same path as New York or Los Angeles.

Where those cities were driven by capital, branding, and global reach, Detroit was driven by something far rarer in modern football: its supporters.

A City That Built Its Own Club​

In the early 2010s, as American soccer expanded unevenly across the country, Detroit found itself overlooked. No MLS franchise. No clear pathway. No long-term plan.

So the fans acted.

Detroit City FC was formed not by a billionaire or a consortium, but by a community. Supporters wanted a club that reflected the city’s identity—blue-collar, defiant, proud. Matches were raw, local, and loud. The atmosphere felt closer to Eastern Europe than suburban America.

For Manson, watching from afar, Detroit City FC was proof of concept.

The city didn’t need to be sold soccer.
It was already living it.

The USL Years​

Detroit City FC’s eventual move into the USL system was a necessary step. It brought stability, national exposure, and professional infrastructure. But it was never meant to be the final destination.

Internally, discussions had already begun about Detroit’s long-term role in Project 26.

Detroit needed a Super Club.
But it also needed to be authentic.

That meant history.

The Return of the Express​

The Detroit Express name carried weight far beyond nostalgia. It symbolized ambition, internationalism, and a time when Detroit dared to think globally. For Manson, the Express were non-negotiable.

The plan was clear:

• Detroit City FC would remain a cultural foundation
• The Express would return as the city’s flagship Super Club
• The two identities would be linked, not erased

But to do that, Detroit needed institutional backing.

A New Ownership Era​

By 2022, the pieces finally aligned.

A newly structured ownership group was formed, anchored by a majority stake held by the Detroit Tigers’ ownership group. The involvement of an established Major League Baseball ownership brought immediate credibility, financial security, and political leverage within the city.

Crucially, the Tigers’ group understood the long game.

This was not a franchise.
This was infrastructure.

Corktown: A Home Worthy of the Express​

Later that year, land in Corktown—one of Detroit’s oldest and most symbolic neighborhoods—was acquired for a new stadium and training complex.

The stadium plan was intentionally restrained, yet powerful:

• Capacity: 27,500
• Football-first design
• Embedded within the urban fabric
• Integrated academy and training facilities

It was large enough to compete internationally, but intimate enough to feel like Detroit.

A Different Kind of Super Club​

Unlike New York or Los Angeles, Detroit’s Super Club would not be defined by glamour.

It would be defined by:

• Supporter legitimacy
• Historic continuity
• Industrial identity
• Relentless competitiveness

For Project 26, the Detroit Express represented something essential: proof that the Super Club model could work without losing the soul of the game.

By the end of 2022, Detroit was no longer an afterthought.

It was a pillar.

 

[PWC2017]

Chapter 30: Desert Ambition​

Las Vegas and the Club That Would Not Wait (2016 – 2022)

Las Vegas was never meant to be a football city.

At least, that was the prevailing wisdom.

For Manson, that assumption alone made it impossible to ignore.

The First Conversations (2016)​

By 2016, Las Vegas had already begun its transformation. The city was no longer just a destination—it was becoming a home. New residents. New industries. New professional sports. The NHL’s Golden Knights were about to arrive, and the NFL was circling.

Football—real football—was part of the conversation long before most people realised.

It was during this period that Manson’s first meetings with Pershing Square took place. Informal at first. Exploratory. The idea was simple but ambitious: could Las Vegas become a long-term pillar of a future North American football pyramid?

Pershing Square saw the upside:

• Explosive population growth
• International brand recognition
• Tourism-driven commercial opportunities

But they also saw the risk.

A Club Without a Moment​

Between 2016 and 2019, Las Vegas became the most discussed city in Project 26 without ever crossing the finish line.

Multiple concepts were explored:

• Taking over an existing lower-league club
• Relocating a struggling franchise
• Launching a new identity from scratch

Each time, conversations stalled.

The issues were always the same:

• Stadium certainty
• League structure uncertainty
• Timing

For Pershing Square, the lack of a defined pyramid made commitment difficult. They wanted clarity. Guarantees. Control.

Project 26 wasn’t ready to give that yet.

And so Las Vegas waited.

Manson’s Personal Stake​

Unlike New York, Los Angeles, or Detroit, Las Vegas was personal.

This was where Manson had rebuilt his life. Where Project 26 had taken shape in quiet rooms and long nights. Where ideas were tested, rejected, rebuilt.

He understood the city’s rhythm:

• Transient but loyal
• Flashy but pragmatic
• Global but local

He knew Las Vegas wouldn’t respond to a borrowed identity.

It needed something new.

Bill Foley Enters the Frame​

Everything changed in 2022.

Bill Foley had already succeeded where others hesitated. He brought the NHL to Las Vegas and proved something vital: the city would show up.

When Foley formally entered discussions, there was no hesitation.

He understood three things immediately:

1. Las Vegas was ready
2. Football needed to be built properly, not rushed
3. Identity mattered

Later that year, Foley confirmed ownership of Club Deportivo Las Vegas.

The name was deliberate—international, confident, future-facing.

A Stadium With Intent​

Alongside the ownership announcement came the missing piece.

Land south of the Las Vegas Strip, at the southern edge of Harry Reid International Airport, was secured for a new stadium and training complex.

The plans were precise:

• Capacity: 26,000
• Football-specific
• Designed for expansion
• Integrated elite training facilities

Close enough to the Strip to be visible. Far enough to belong to the city.

The Final Piece of the Puzzle​

For Project 26, Las Vegas was more than just another Super Club.

It was symbolic.

• Proof that patience mattered
• Proof that timing was everything
• Proof that the right owner could change everything

By the end of 2022, what had once been the most uncertain market had become one of the most stable.

Las Vegas didn’t force its way into the future.

It waited until the future was ready.

 

[PWC2017]

Chapter 31: A Club for the City​

Baltimore Athletic (2018 – 2022)

Baltimore did not need convincing that sport mattered.

It was already in the city’s bones.

An Obvious Fit​

By 2018, as Project 26 expanded beyond theory and into ownership strategy, Baltimore stood out as one of the most obvious gaps in the North American football map.

A historic sports city.
A dense, loyal fan base.
A market overlooked by top-tier football for too long.

For Manson, Baltimore wasn’t a gamble—it was a correction.

The Ownership Conversation​

Initial discussions began quietly with the ownership group of the Baltimore Orioles. Unlike some markets, there was no need to explain the fundamentals of professional sport, stadium economics, or long-term brand value.

They understood immediately:

• Regional identity mattered
• Stability mattered
• Legacy mattered

What intrigued them most was Manson’s vision of a true pyramid, where Baltimore wouldn’t simply exist—but would compete, rise, and belong.

The idea of earning status, not buying it outright, resonated.

Seeing the Bigger Picture​

The Orioles’ ownership saw something familiar in the plan:

• A club tied to the city, not a sponsor
• A downtown presence, not an isolated venue
• A generational project, not a quick flip

They weren’t looking to chase trends. They wanted permanence.

By late 2019, Baltimore was no longer a “potential market.” It was a priority.

Securing the Land​

In 2022, the final piece fell into place.

Land was secured in downtown Baltimore—walkable, visible, and rooted in the city’s sporting geography. The proposed stadium would seat 28,000, football-specific, and designed to grow alongside the club.

It wasn’t meant to dominate the skyline.

It was meant to belong to it.

The Birth of Baltimore Athletic​

With ownership aligned and infrastructure committed, the club identity followed.

Baltimore Athletic.

A name that spoke to tradition rather than trend. A nod to the city’s industrial grit and sporting heritage. No gimmicks. No corporate gloss.

Just a club for the city.

A Pillar of the East​

By the end of 2022, Baltimore Athletic became one of the most stable pillars in the emerging pyramid.

Not flashy.
Not loud.
But solid.

For Manson, it was validation that Project 26 didn’t need reinvention everywhere. In some cities, all it needed was respect—for history, for people, and for place.

 

[PWC2017]

Chapter 32: The Hardest Market​

Golden City and the San Francisco Problem (2018 – 2023)

If Las Vegas required patience, and Baltimore required trust, San Francisco required endurance.

For Manson, it was the most difficult chapter of Project 26—not because of vision, but because of reality.

The Illusion of an Easy Win​

On paper, San Francisco looked perfect.

• One of the wealthiest regions in the world
• Global brand recognition
• Deep sporting culture
• International population

But reality proved harsher.

By 2018, initial outreach to Silicon Valley venture capital firms began. The assumption was simple: innovation capital would see innovation in sport.

It didn’t happen.

The feedback was consistent:

• Football returns were too slow
• Infrastructure costs too high
• Promotion and relegation created uncertainty

In a region obsessed with scalability and short-term upside, the long game of football ownership failed to excite.

A City With No Space​

Even if capital could be secured, land could not.

San Francisco’s geography was unforgiving. Every potential stadium site was either:

• Politically impossible
• Economically prohibitive
• Logistically unworkable

Downtown options disappeared quickly. Waterfront ideas collapsed under regulatory pressure. Suburban alternatives diluted the identity Manson refused to compromise.

Golden City had to be in San Francisco—or not at all.

Kezar: The Last Option​

That left Kezar Stadium.

Historic. Weathered. Symbolic.

It wasn’t glamorous. But it had something none of the others did: permission to exist.

The idea was radical:

• Full redevelopment
• Football-first design
• Respect for history without being trapped by it

But even that came with complications—public scrutiny, local politics, community resistance, and heritage considerations.

For a time, Golden City felt like the project that might break everything.

Years of Frustration​

Between 2019 and 2022, Golden City existed only on paper.

Ownership interest faded.
Stadium plans stalled.
Momentum drained away.

More than once, Manson considered walking away.

But abandoning San Francisco felt like conceding defeat in the most visible market of all.

Fallaron Capital​

The breakthrough came quietly.

In early 2023, discussions began with Fallaron Capital, a private equity firm with a different mindset. They weren’t looking for rapid exits or viral growth.

They understood:

• Long-term asset value
• Scarcity of top-tier football clubs
• The inevitability of global alignment

They didn’t ask if it would work.

They asked when.

Securing Kezar​

Later that year, land acquisition at Kezar Stadium was completed.

It wasn’t the biggest stadium in Project 26. It wasn’t the easiest. But it was the most meaningful.

Golden City finally had a home.

The Final Test​

For Manson, San Francisco represented the ultimate validation.

If Project 26 could survive this market—
its politics, its economics, its skepticism—
it could survive anywhere.

Golden City didn’t arrive with fanfare.

It arrived with resolve.

 

[PWC2017]

Chapter 33: The Rival City​

AC Miami and the Art of Compromise (2019 – 2022)

Miami had already chosen a side.

Or so it seemed.

More Than One Club​

When Inter Miami entered the landscape, many assumed the door had closed on any serious second club. For Manson, it had done the opposite.

Miami wasn’t a small market that needed protection. It was a global city—culturally split, internationally minded, and emotionally tied to football in ways few American cities were.

In cities like Madrid, Milan, Buenos Aires, and São Paulo, rivalry wasn’t a risk.

It was the point.

Early Investor Interest—and the Same Problem​

Between 2019 and 2021, Manson held extensive conversations with a wide range of investors, many of them international, many deeply interested in Miami’s potential.

The enthusiasm was real.

The obstacle was always the same:

• Land

Unlike Baltimore or Detroit, Miami offered very few viable sites for a new stadium and training complex. Every promising location came with complications—political, financial, or logistical.

It became clear that Miami would require compromise, something Manson rarely accepted—but sometimes understood was necessary.

Andrea Radrizzani​

The turning point came in 2022.

Andrea Radrizzani entered the conversation not as a speculative investor, but as a football operator. He understood rivalry, branding, and long-term planning. He also understood the limits of the market.

The discussions moved quickly.

Finances were secured. Structure aligned. Vision matched.

What Radrizzani brought was realism without cynicism.

The Decision​

The solution was unconventional, but effective.

Rather than force a new stadium project into an already crowded city, AC Miami would play its home matches at Hard Rock Stadium.

It wasn’t perfect.
It wasn’t permanent.
But it was viable.

And crucially, it allowed the club to exist immediately, build identity, and compete at the highest level from day one.

A Name With Intent​

The name was deliberate.

AC Miami.

Not an imitation, but a counterweight. European in tone. Direct in purpose. Designed to stand opposite Inter Miami—not beneath it.

This wasn’t about coexistence.

It was about competition.

A Different Kind of Super Club​

AC Miami would not be defined by real estate.

It would be defined by:

• Rivalry
• Atmosphere
• Ambition

For Manson, Miami represented something different within the Super Club concept. Not every city could be solved the same way.

Some required vision.
Some required patience.
And some required compromise.

The Rivalry That Had to Exist​

By the end of 2022, Project 26’s final Super Club was in place.

Seven cities.
Seven identities.
Seven foundations.

Miami didn’t wait for permission.

It took its place.

 

[PWC2017]

Chapter 34: The Announcement​

August 2022 – Four Years Out

By the summer of 2022, silence was no longer sustainable.

Too many stadium filings.
Too many trademark registrations.
Too many ownership movements happening in parallel.

Project 26 had reached the point where secrecy was creating more confusion than clarity.

So in August 2022, four years before the first ball was scheduled to be kicked under the new system, the plan was finally revealed.

The Setting​

The announcement did not take place in New York, Los Angeles, or Washington.

It took place deliberately in Chicago—neutral ground, historically central to American soccer governance. The venue was modest. The tone was measured.

There were no fireworks.

Just facts.

The Reveal​

Manson stood alongside representatives from:

• MLS
• USL
• NASL
• Canadian Soccer leadership

And for the first time, the words were spoken publicly:

A unified North American professional pyramid
Promotion and relegation
A transition period running through 2026

The structure was outlined clearly:

• MLS Super League
• MLS Second League
• MLS Third League
• NASL East & West Conferences
• Inter-State and State Leagues beneath

This was not a breakaway.

It was a rebuild.

The Four-Year Runway​

The most important detail came next.

The system would not begin immediately.

The timeline was intentional:

• 2022–2023: Licensing, stadium commitments, ownership approvals
• 2023–2024: Transitional competition formats
• 2024–2025: Final alignment and calendar preparation
• Summer 2026: Full pyramid activation

Clubs were given time to adapt—or step aside.

International Context​

The announcement also confirmed something unprecedented:

North American clubs would be eligible for both CONCACAF and CONMEBOL competitions, based on league position.

The football world took notice.

This was no longer just an American story.

Immediate Reactions​

The reaction was instant—and divided.

Supporters embraced it:

• Promotion and relegation
• Meaningful matches at every level
• A sense of football legitimacy long missing

Owners were more cautious.

Some praised the long-term vision.

Others saw risk—financial, sporting, existential.

The Backlash​

Within days, criticism hardened.

Prospective MLS owners questioned expansion fees.
Existing owners worried about valuation.
Media debated whether American sport was ready for failure.

Manson addressed none of it directly.

He had expected resistance.

What mattered was that the announcement had done its job.

The Line in the Sand​

Project 26 was no longer theory.

It was policy.

From that moment forward, every investment, every stadium, every expansion decision would be made with one question in mind:

Where do we fit in 2026?

Some clubs leaned forward.

Others froze.

But no one could ignore it.

Four Years to Change Everything​

As the press conference ended, Manson knew one thing with certainty.

The hardest part was no longer building the idea.

The hardest part would be surviving the consequences.