Rodney Marsh: 'Manchester City lost the title marginally and it was down to the fact they signed me'


Richard Jolly
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Rodney Marsh is all too aware of the place he has been allocated in Manchester City’s history.

When Sergio Aguero scored the 94th-minute winner against another of Marsh’s former clubs, QPR, in 2012, it made City English champions for the first time since 1968. But for Marsh, however, they might well have won the title in 1972.

“I became the pantomime villain who was responsible for Manchester City losing the championship,” Marsh said. “I accept that but it doesn’t tell the [whole] story because my four years at Manchester City were absolutely brilliant.”

The bare facts are that City were four points clear at the top of the table when Marsh was bought for a then club record £200,000 in March 1972. He scored four goals in the run-in but City won only four of their last nine games and finished fourth, a solitary point behind champions Derby County.

“I agree signing me ended up with Manchester City losing the championship,” Marsh said. “We lost it marginally and it was down to the fact they signed me.”

His candidness has brought him a long and successful punditry career, now with Sirius XM's Grumpy Pundits show, and Marsh willingly concedes he played for himself, not the team. By his own admission, he upset the balance of what was then City's finest ever side.

He was the unwitting catalyst for a civil war at Maine Road. The break-up of City’s greatest managerial double act followed. A dressing room was split. There have been few more consequential signings; few more controversial ones. There were few more charismatic players. An entertainer who had plenty of support in his time.

“Specifically if you were to ask the fans that saw me and not some rhetoric from later years, I would say that 100 per cent of the fans that saw me play live loved it,” Marsh, an instinctive crowd-pleaser, reflected. “Because we played some wonderful football, scored some wonderful goals, didn’t win anything but were a magnificent football team.”

That team he joined had won the league in 1968, the FA Cup in 1969 and both the League Cup and the European Cup Winners’ Cup in 1970. But the dynamic in the managerial duo changed in 1971. Joe Mercer, the senior figure, moved upstairs to become general manager. Malcolm Allison, the innovative, inspired coach, took charge of the first team.

Allison was a long-time admirer of Marsh, who had helped QPR become the first third-division club to win the League Cup and whose goals then took them into the old Division 1 for the first time. Suffice to say Mercer was not.

“Malcolm Alisson told me he tried to sign me two years earlier and that got shot down by the board of directors and Joe Mercer,” Marsh recalled. “That would have been 1969-70 when I was having a fantastic time at Queens Park Rangers.

"Eventually what happened was Man City were a sensational football team but they were only getting 33,000 [fans] and I think Malcolm brought me in to be the thing that pushed them over the top; not in terms of winning football matches but in terms of getting crowds. On my debut, they got 55,000 people. Malcolm Allison was right about that but Joe Mercer was right that I would disrupt the team.”

Marsh was a cause for conflict between City’s most famous partnership in the dugout. His relationship with Mercer was non-existent. “I had virtually no contact with Joe Mercer,” he said.

He was more effusive about Allison, a left-field thinker who was touched by brilliance but could also be the architect of his own undoing.

“Malcolm Allison was a genius,” said Marsh. “A genius in the sense that anybody that is controversial, controversially successful, with brand new ideas, confident in their own ability but with the caveat that he could always slip off the edge that goes between genius and madness. Malcolm Allison, in the period I knew him, did both. He went from genius to mad in equal measure.”

Rodney Marsh at Manchester City in 1973. Getty Images
Rodney Marsh at Manchester City in 1973. Getty Images

Signing Marsh, some felt, may have fallen into the latter category but the relationship between maverick manager and flair player was so close that Marsh submitted a transfer request when Allison quit in 1973.

Rewind a year to his arrival and, as he put it succinctly: “Malcolm Allison desperately wanted me and Joe Mercer desperately didn’t want me.” That mirrored feelings across the club. Marsh was plunged into an impossible position.

“I was just this guy from London coming up to Manchester,” he said. “I walked into a hornets’ nest. It completely changed the dynamic of the club: not only the team, the club.

"Because of Rodney Marsh there was a falling out of the directors, there was a falling out of the managers, there was a falling out of the chairmen and there was a falling out of some players.

“Because Allison signed me, I think Joe Mercer left the club, I think directors resigned, I think the chairmanship changed. I divided the entire club, including players.

"Mike Doyle was one of my most vocal critics. He said you never win anything with a player like Rodney Marsh. How can you have harmony in a team with a player saying things like that? The only constant was the crowd that stuck by me.”

They sang his name to the tune of Chicory Tip's 1972 hit Son Of My Father. One way or another, Marsh's name was on everyone's lips.

He was a belated replacement for Neil Young, the scorer of the winner in the 1969 FA Cup final. While Marsh helped Francis Lee end the 1971/72 season with 35 goals, the chemistry in the side changed.

“My relationship with Francis Lee was fantastic,” Marsh said. “He carried on scoring goals, I assisted a lot of his goals and got penalty kicks for him to score penalties and Franny had an absolutely magnificent season.”

But, as he accepted, something altered when he joined. “As you go through life, you have the luxury of being able to look back and think, I will just tell it like it is and the way I upset the balance of the team is that I played football for me,” he admitted.

“I put myself first and I wanted to play the best I could play and I put the team second. I wanted the fans to enjoy the Rodney Marsh experience and I wanted them to be a part of it. I played my entire career that way and I make no apologies for being that kind of player. Ultimately, I wasn’t a team player.”

Those of a younger generation sometimes bracket Marsh alongside Faustino Asprilla, another individualist bolted on to a title-chasing team of entertainers in a mid-season move. Like Marsh a quarter of a century earlier, the Colombian scored some goals for Newcastle but has been remembered as the man who cost them the title in 1996. There is one significant distinction, Marsh feels as harks back to the excellence of Maine Road’s main men.

“Manchester City were a great team. Newcastle weren’t,” he argued. “If you want to make the analogy, I upset the balance of a great team, Asprilla upset the balance of a good team. There is a massive difference in that.”

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Email sent to Uber team from chief executive Dara Khosrowshahi

From: Dara

To: Team@

Date: March 25, 2019 at 11:45pm PT

Subj: Accelerating in the Middle East

Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.

Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.

I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.

This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.

It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.

Uber on,

Dara

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The panel’s 2017 report followed a trail to West Africa where large sums of cash and gold were hidden by Abdullah Al Senussi, Qaddafi’s former intelligence chief, in 2011.

Cases filled with cash that was said to amount to $560m in 100 dollar notes, that was kept by a group of Libyans in Ouagadougou, Burkina Faso.

A second stash was said to have been held in Accra, Ghana, inside boxes at the local offices of an international human rights organisation based in France.

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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.”

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Running time: 81 minutes

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Starring: Sarah Yarkin, Elsie Fisher, Mark Burnham

UK’s AI plan
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  • £100m of government support for startups building AI hardware products
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How much of your income do you need to save?

The more you save, the sooner you can retire. Tuan Phan, a board member of SimplyFI.com, says if you save just 5 per cent of your salary, you can expect to work for another 66 years before you are able to retire without too large a drop in income.

In other words, you will not save enough to retire comfortably. If you save 15 per cent, you can forward to another 43 working years. Up that to 40 per cent of your income, and your remaining working life drops to just 22 years. (see table)

Obviously, this is only a rough guide. How much you save will depend on variables, not least your salary and how much you already have in your pension pot. But it shows what you need to do to achieve financial independence.