Brighton have only won 10 of 46 top-flight games under manager Graham Potter. PA
Brighton have only won 10 of 46 top-flight games under manager Graham Potter. PA
Brighton have only won 10 of 46 top-flight games under manager Graham Potter. PA
Brighton have only won 10 of 46 top-flight games under manager Graham Potter. PA

Brighton revolution proving a struggle for manager Graham Potter


Richard Jolly
  • English
  • Arabic

Graham Potter is the softly-spoken, mild-mannered, eminently reasonable revolutionary, the manager who has brought radical change while maintaining the manner of an earnest PE teacher. And yet one thing has not altered: Brighton and Hove Albion remain rooted in the lower third of the table.

Potter has reinvented Brighton. Chris Hughton's ball-shy team have been transformed. Brighton had the fourth least possession in the Premier League in 2018-19. They had the seventh most last season and they are sixth in the charts now. Adam Webster has played the fourth most passes in the Premier League.

Brighton have the second lowest average age this season and seven of their last starting 11 never played a league game under Hughton.

And yet Brighton were the last team in all four divisions to win a game in 2020. They have a have a solitary victory this season. They go to Aston Villa on Saturday in 16th. Is Potter the ineffective revolutionary? The style is dramatically different but the circumstances are similar.

In Potter’s defence, change does not always come quickly. Brighton are better at the process, but the outcome remains the same.

Arguably, they have improved at much bar the one thing that matters most: winning games. They have more goals than Manchester City and Arsenal, with a better expected goals tally than either, plus fourth-place Southampton.

Most remarkably, they have the lowest expected goals against in the division, which suggests that, in some respects, they are England’s best defensive team.

The fact that only four teams have conceded more actual goals explains why goalkeeper Mat Ryan was dropped. Perhaps the numbers are deceptive. They have conceded thunderbolts, to Chelsea’s Reece James, own goals, courtesy of Lewis Dunk, and a series of penalties.

Lies, damned lies and statistics? Maybe. A small sample size? Definitely. But Brighton have only won 10 of 46 top-flight games under Potter.

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Player ratings from Brighton's only win this season – 3-0 at Newcastle

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This season's sole triumph, at Newcastle, was emphatic and excellent, but they have struggled to convert promising positions into points.

They impressed against Manchester United but lost. They allowed Crystal Palace a lone shot but drew 1-1. But an inability to beat West Bromwich Albion and Burnley at home feels telling: Brighton have won too few of the winnable games. Last season, they won only three of nine home games against bottom-half finishers.

It reflects on a lack of a clinical streak. Brighton are wasteful at times; Neal Maupay is the only remotely prolific player in Potter’s reign and even he can be profligate.

Perhaps it reflects on Albion’s past poor spending on attackers like Jurgen Locadia, Alireza Jahanbakhsh, Florin Andone and Jose Izquierdo, though if none seemed to suit Hughton, they have delivered still less for Potter.

But everyone else who had the majority of the ball last season scored over 50 goals; Brighton got under 40. Passing has not had enough of an end product.

The sense is that by introducing the rampaging Tariq Lamptey and the assured Ben White, by importing a technician like Adam Lallana, promoting another in Alexis Mac Allister and by prioritising passers over more functional figures such as the departed Dale Stephens and Shane Duffy, Potter has raised Brighton’s ceiling.

They feel a potential top-10 team while sitting in the bottom five. They have more ideas; too many for their own good at times. Potter has made some influential substitutions but there is a question if some of his mid-match tactical switches are agile alterations to correct initial errors that seemed the result of overthinking.

And there is an ongoing debate about progressiveness and pragmatism. Albion have more futuristic plans, but if that involves a detour to the Championship, it will rank as the wrong sort of revolution.

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”