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5 Insights is a series of short interviews in which we introduce members of our FBIN Executive Community – their careers, their challenges, and their unique perspectives on the future of the football business.
This time, Lukas Kokail, CEO at GAK 1902 from the Austrian Bundesliga, shares his 5 Insights.
How did you first get involved in football, and what path has brought you to your current role?
My involvement in football began while pursuing a master’s degree in sport management, which I completed alongside my career in banking. I have always been interested in bridging these two fields, and this part-time program allowed me to explore that intersection. Combined with an internship in the finance department at SK Rapid during my studies, this experience laid the foundation for a career in the sports industry.
After starting my professional journey in a full-time investment banking role in London, I transitioned to a young Austrian consulting startup founded by former SK Rapid employees. During my time there, I built a strong network within the football industry, which opened the door for me to take on the financial responsibilities at Admira Wacker, a club competing in Austria’s second league. This experience ultimately paved the way for my current role as CEO of GAK 1902, where amongst others, I primarily oversee the club’s financial operations.
What’s one big change you think the football business will see in the next 3 to 5 years?
In the next 3 to 5 years, technology will play an increasingly central role in football, with clubs leveraging data analytics, AI, and digital platforms to optimize player performance, enhance fan engagement, and drive new revenue streams. At the same time, declining TV revenues will present financial challenges, especially in smaller leagues, pushing clubs to diversify income sources and rethink traditional business models. Alongside these shifts, the steady rise of multi-club ownership will continue, offering operational efficiencies and strategic advantages, while also prompting regulatory scrutiny to preserve competitive balance.
Can you share a major challenge you are facing or faced recently, and the steps you took to address it?
One major challenge I faced was stepping into a CEO role at a relatively young age. Leading a professional football club comes with high expectations – from financial oversight to managing diverse internal and external stakeholders. Early on, I focused on clear and transparent communication, making it a priority to listen first rather than assume I had all the answers. I never approached the role thinking I knew best, instead, I placed strong value on teamwork and leaned on the expertise of the professionals already in place.
What’s a leadership lesson or piece of advice that has stayed with you throughout your career?
One leadership lesson that has stayed with me is the importance of humility, specifically, knowing when to listen, ask questions, and rely on the expertise around you. Stepping into leadership at a young age taught me early on that effective leadership isn’t about having all the answers, but about creating an environment where people feel heard, trusted, and empowered to contribute.
Who or what do you look to for inspiration when tackling new challenges in the football business?
When facing challenges in football, I take inspiration not only from mentors and colleagues in the sport, but also from outside industries. Too often, football is treated as entirely unique, but many lessons from finance, tech, or consulting just as well. Learning from people who’ve succeeded in different environments helps me bring fresh perspective and avoid getting stuck in “football-only” thinking.
