According to Diario AS, Atletico Madrid CEO Gil-Marín has proposed limiting the number of matches players participate in each season at the World Football Summit to reduce fixture congestion and protect players.

The tenth World Football Summit concluded with a special roundtable discussion. LaLiga Executive Director Javier Gómez, Atletico Madrid CEO Gil-Marín, and English Professional Footballers' Association (PFA) Chairman Maheta Molongo participated in the discussion, analyzing changes in the football industry over the past decade and looking ahead to future developments.

Gómez said: "LaLiga's revenue has grown significantly over the past decade. Television revenue has increased by 70%, and commercial revenue, stadium attendance, and social media engagement are also rising. We've seen a social explosion, which has allowed us to consolidate our position as a global brand. Today, domestic and international club owners are essentially on equal footing. In the past, we were a local league with international ambitions; now we are a global entity."

Molongo spoke about the differences between the Premier League and LaLiga: "When I played for Mallorca, I complained to Javier Gómez more than once, but now I'm on the other side. I've experienced many difficulties, but I'm also familiar with the clubs' perspective. The Premier League's success comes from excellent management; there are things there that LaLiga doesn't have. Language is one of them; they can penetrate markets that were naturally former colonies, and the mentality of fans in the stands is different. In Spain, by the 60th minute, everyone understands that the team needs to control the match, while in the Premier League, teams always play at full intensity. For fans, this is very attractive."

Molongo also noted: "Most Premier League owners are investment funds and Americans. A notable change I've observed is that people are starting to follow players more than clubs. What was once uniquely special about us was an almost religious connection to the club. I think, from an industry perspective, this is not good for us."

Gil-Marín spoke about Atletico Madrid's development over the past decade: "It's important to know where we came from. The club's development is something to be proud of. Without the overall development of the industry and the regulations driven by Tebas and Gómez, we couldn't have achieved our current position. We were at a point where football management was very amateur, and now that has changed. The industry has professionalized, and as a result, it has experienced rapid growth. Ten years ago, we were still at the Vicente Calderón Stadium; now we're at the Cívitas Metropolitano, which is completely different. Now we can provide services and experiences we never could before. Today, after deducting player sale revenue, our revenue exceeds 500 million euros. We've been ranked in UEFA's top ten for ten consecutive years. Being one of six clubs participating in the Champions League group stage is something to be proud of. We've won 10 trophies and have a deep social foundation."

He also said: "When I arrived, there was practically no social media, but now our fan base has exceeded 100 million. We've become bigger and more global, and we're proud of that. Next, we need to continue thinking about the decade ahead."

On the future of the football industry, Gómez stated: "We're moving toward polarization in resource distribution. Money is not unlimited, and more funds are flowing to top clubs. This will become a focal point of discussion, and it already is. How we address this will directly impact the future of the industry. No one thought a bank could fail, but it still happened. If resources concentrate in a few clubs, the league will be broken, and a vicious cycle could emerge."

Gómez added: "We need to find a model that protects football and achieves fair and balanced resource redistribution. This is achievable, and what the next decade looks like depends on how we act."

On new competitions, Molongo said: "The two biggest challenges football is facing are governance and fixture scheduling. We must rediscover the value of scarcity. We mistakenly believe that more is better. The Americans don't put everything on at once, and the NBA doesn't run parallel to the NFL."

He also said: "Our system is sick; it encourages misconduct. Decision-makers have often never played football or worked in management. It's like me going to Apple and talking about everything except the iPhone. I see people making decisions in football governance who shouldn't be in those positions. For football's sake, we must change how we manage it."

Finally, Gil-Marín said: "My vision is not just for the future of Atletico Madrid, but for the future of football in general, because we operate in different organizations. I work with Tebas at LaLiga; he protects the essence of football and seeks balance between small and large clubs. The same applies when working with Ceferin at UEFA. Some federations don't have broadcasting rights or ticket revenue. Governance is very important."

On fixture scheduling, Gil-Marín said: "UEFA and FIFA want more matches because it brings more money and more power. There needs to be a balance, especially for big clubs. I propose limiting the number of matches players participate in, whether in domestic leagues or for their national teams. For example, a player who plays 38 domestic league matches should play a maximum of 31 total matches."

He also mentioned another future challenge: "The idea of owning multiple clubs is different. They invest heavily in the Premier League, even at a loss. Recently, I nearly had an argument with someone who suggested we change our philosophy to match theirs, but I told them it wouldn't work. The concept of a closed league doesn't work here. The idea of competition here is completely different. We must respect our values while adapting in other ways. We've done this by changing the environment around us and creating an entertainment city that serves the local community."

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