I began to think we could pull off something extraordinary when we received the results on the final day to guarantee a postseason berth.
For the majority of the 2024–2025 season, we were in the top three at various points and in the vicinity of the League Two playoffs.
There was a growing expectation that we should at least qualify for the playoffs. That's how we all felt, and the supporters did too.
However, since we hadn't won in our last four games, the pressure was mounting coming into the final match.
We were aware that we would be eliminated from the playoffs if we failed to obtain a result against Grimsby and other circumstances went against us.
I sensed the guys were under increasing pressure. Fear was beginning to seep in, and they were beginning to toy with themselves.
We sought to relieve the pressure since it was crucial that we overcome that.
I asked those who have been there and done it—people I trust in the game—what they thought. My employees followed suit. After that, we got together and asked, "How can we bring out the best in these guys?"
Much of the tactical information we were providing them was cut off. We attempted to make it more enjoyable because we could have been overloaded them at times. More finishing drills and five-a-sides—things that players truly love. We attempted to avoid getting them focused on the game too early in the week by dealing with shape and tactical training a few days prior.
"I anticipated that it would take a long time to resolve."
Quizzes and some cash awards were part of our fun and competitive activities. We were able to enjoy each other's company because of small things like that. We were aware that we would have a couple more weeks of the season if we won at Grimsby. I hoped they would like it.
Three years prior, at the age of 39, I had taken over at Wimbledon and had already experienced the hard realities of managing. After my playing career ended at Charlton in 2018, I transitioned into coaching, first as a first-team coach, then as a player assistant-manager, and finally, on an interim basis, as manager. I was given the full-time position after a few successful outcomes.
I was fired at the end of the season, which occurred in December 2021. The chairman of Wimbledon called me a few days later to ask whether I would be interested in meeting to talk about the manager's job.
It was well timed because I was upset that I wouldn't get the chance to finish at Charlton and wanted the next chance to arrive as soon as possible. Two weeks later, I was thrilled to be selected Wimbledon manager and couldn't wait to see him.
Given Wimbledon's history and the newly constructed stadium, it was a fantastic chance to get right back in.
However, I knew there would be difficulties because they had recently been demoted from League One. They finished the season without a victory in 27 games after going through an extremely tough stretch.
While there were undoubtedly many issues on the pitch, there were also issues that needed to be resolved off-field. For instance, no effective recruitment tactics were in place. I was aware that there would be some hardship along the way and that it would take a long time to resolve.
The first season turned out to be quite challenging. We didn't start reorganising the squad until three or four windows had passed. However, I enjoyed the chance to immediately return to working with players.
One of the appeals was that the chairman let me oversee everything and operate anyway I pleased. "For me, those were significant moments because things could have turned out differently."
I inherited a youthful team, and I believed that their inexperience was a contributing factor in their demotion. We therefore brought in guys with experience, including Alex Pearce. At the time, he was a stabilising influence. Then there was Harry Pell, who had previously played for the team and was eager to return. The goal was to have a better balanced team—not too many elderly guys who couldn't run as much, but also not too many young players who wouldn't be able to handle tough situations.
The first season got off to a good start. We were playing good football and saw some positive outcomes. We were two points outside of the playoff spots at the end of December, but we were without Pell and Pearce, two important players, for extended periods of time. It became challenging throughout the winter because the squad was small. We were playing every game, losing by the odd goal or drawing, and never winning. At one point, we were half-looking over our shoulder, wondering what may happen as we began to slip away.
Naturally, I was under a lot of pressure because football is a results-driven sport. When you get pounded and stuck, you definitely learn more about yourself. As staff members, we had to persevere through that time and have faith in our work. Resilience is necessary if you wish to handle football for any length of time.
For me, those were pivotal moments because things could have turned out differently. People become anxious and impatient; you would lose your job at many football clubs. However, there were some factors surrounding the results, such as injuries and off-field events. The club's decision-makers saw that I was essentially operating with one arm tied behind my back. They truly helped me get through my first season when I needed it.
I was always honest with the players. They were attempting to carry out our wishes, although they might not have been able to. It was crucial that I supported them during those times and didn't leave them hanging. I kept what I said to them inside. It was crucial that I maintained a brave front when I interacted with the media, even if sometimes you wind up becoming the fall guy.
I also gained knowledge about the league. It took me some time to really grasp League Two because I hadn't worked there in a long time. Additionally, it took me some time to comprehend the club I was in. We perhaps overplayed at times when I first started at Wimbledon; it was very beautiful football, with plenty of back-row passes and lots of touches for my goalie. However, nobody around the football team, not even the hierarchy or the fan base, was really interested in that.
"The football team needed to make some important decisions."
It's fine if you're winning, but it was crucial that I tried something new and demonstrated my flexibility when the wins stopped coming in. Although convictions and sticking to your guns are often emphasised, football management occasionally requires pragmatism. Those that can adapt are the ones who survive this game, which isn't necessarily many.
It took a lot of rebuilding to get ready for my second season. We made certain additions and let go of those players who, in my opinion, had been with the team for too long. I had some challenging conversations with guys who had been with the club for a long time; they were good guys with a really accurate mindset. On that front, I never had any problems with any players, but there were important choices to be made about football.
Ali Al Hamadi was a revelation for us, and we had already signed him during the January transfer window. We were able to assemble a strong team around him, and he scored goals. I brought in Jake Reeves because the dressing room had been devoid of character and leaders. Having previously been at the club and rising to the position of captain, he is a true leader.
It was crucial that we outperformed the previous season. Would we get promoted after finishing 21st? We put forth a lot of effort during the 2023–24 season, came close to making the playoffs, and battled to the very end. We ended up five points outside the playoffs in 10th place. Al Hamadi may have made the difference when we lost him in January 2024.
However, Ipswich made a sizable offer, which the club was forced to accept. As Wimbledon's manager, you are aware that the team is owned by its supporters and is supported entirely by their own funds, thus you must take care of it. Even while I understood the choice, losing your finest players during certain times is still difficult.
We had, however, had a much better season. On the final day, we won 4-0, and everyone was feeling good. On the pitch, everyone could observe our progress. Significant progress was also made behind the scenes, such as hiring Craig Cope as the football director. We have managed recruitment jointly, and he has handled a lot off the pitch, which has allowed me to concentrate on coaching and managing. At the football team, everything was getting better, even the training pitch, where we hired a chef and made the food better.
"The team has consistently been the underdog." I thought we should make the playoffs if we could get better again going into the 2024–2025 season. All of us aspired to place in the top three, but realistically, making it to the playoffs would be a huge accomplishment given our budget and resources.
Once more, recruitment was crucial for retaining what we had, adding quality, and bringing in the right kinds in the right places. It was a brilliant move to bring in Crystal Palace custodian Owen Goodman, who kept 25 clean sheets throughout our promotion campaign. In January 2024, we also permanently signed Joe Louis, and we centred our defensive unit on him. Our approach was always going to be to build from the rear, attempting to establish a strong foundation.
Marcus Browne, who arrived in January 2025, was one of the players we looked to add a dash of excellence. We were a more united squad after losing Al Hamadi, but we were definitely less of an explosive one. We developed into a formidable defensive team that was more than the sum of our parts.
It was established by bringing together a fantastic group of guys who were motivated to work hard every day on the training pitch. We discussed running, blocking, tackling, and fighting before discussing strategies with them. The Wimbledon way is that. Since they made it from non-league to the Premier League, the team has always been the underdog. Naturally, the Crazy Gang's victory over Liverpool's "Culture Club" in the 1988 FA Cup final is also noteworthy.
It has always been an underdog story because AFC Wimbledon had to change after the club moved. We take great satisfaction in this and base our hiring decisions on it. We want to bring in guys that are determined and have a message to make. We then attempt to coach and shape them into what we desire, but it is crucial that we hire the correct kinds.
We had a fantastic run from November to February of the 2024–25 season, losing just one game in 17 games. During that time, I managed to maintain consistency in my team choices. We had a lot of injuries in the past, but the medical department has significantly improved. We also sought out athletes that had a track record of playing a lot of games, were strong, and could persevere through challenging times.
"We thought we had a great chance of succeeding when we went there."
We kept the boys grounded at the same time since we anticipated a challenging time. Indeed, it did. It will never be easy in a League Two season with 46 games.
Following a particularly strong run, we had to endure a less successful one. Thus, we arrived at Grimsby for that last game.
I referred to it as "a quarter final," and it felt like a major obstacle had been overcome. In contrast to the build-up to the Grimsby game, I did not observe the players' anxiousness throughout the playoffs. They actually welcomed the task.
We advanced to the final with two incredibly polished performances against Notts County. We weren't going to Wembley to make up the numbers, but I still wanted the guys to have a good time against Walsall. The players genuinely believed that we had a great chance of succeeding when we went there.
It was a testament to the players to go to Wembley and carry out our game plan, restraining a very strong club like Walsall and conceding very little defensively. Since playoff finals are frequently won by slim margins, the game was always going to be close. However, that day's quality was superior.
We had won four straight games, all 1-0, to secure promotion after going from a winning streak of one in eight games.
Even though we hadn't won four straight games all season, the players deserve all the credit for something that undoubtedly transpired within the team. They absorbed the knowledge I was imparting to them, jumped right in, and benefited from everything I asked of them.
You have that feeling of relaxation when the last whistle blows. Three years of graft, along with some heartaches and pain, seemed to have been worthwhile. Additionally, it felt like confirmation that we were headed in the right direction. The decision-makers at Wimbledon who had been faithful to me during that early, trying time were undoubtedly also vindicated. It was quite satisfying to pay that back.
“Aspiring for continuous improvement is one of my mottos.”
Receiving my first promotion as a manager was a really proud occasion for me. However, it served as a reminder of why I do it to see how content the players, my staff, everyone's friends and family, and of course the fans were.
Because days like that don't happen very often. We must continue to advance this team now that we have been promoted to League One.
One of my mottos is to always try to get better, and in order to compete, we will need to do that once more. We will be an even greater underdog when we reach this new level.
One of my primary goals has been to keep as many of this group together as possible because League One will be an even more difficult test of our resources. As is normal in sports, we have lost a few guys, but I want to keep going. We aim to keep surprising people, and this club never fails to do so.
Personally, I hope to manage in the Premier League at the highest level someday. The first step was winning last season, but I know I haven't done anything as a manager yet. Getting us into League One was the first stage; let's see where it leads. The players, myself, and my staff all want to perform at the best level possible because we are professionals. We are working towards that goal.
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