Traditionally, head coaches have been responsible for overseeing team performance, player development, and recruiting. But today, the demands placed on them extend far beyond the sidelines. They’re now expected to manage NIL deals, navigate the complexities of the transfer portal, maintain player retention, foster alumni and booster relationships, and comply with ever-changing NCAA regulations—all while continuing to win games and represent their programs publicly. This growing list of responsibilities is overwhelming, and it’s fair to ask if it’s even realistic for one individual to handle it all.

This is where the argument for a General Manager comes into play. Much like in professional sports, a GM could take on a significant portion of these off-the-field duties, freeing head coaches to focus on what they do best: coaching and developing players. The NFL, for example, relies heavily on GMs to manage contracts, scout talent, and handle team operations. With NIL agreements now resembling professional contracts and college athletes essentially becoming free agents, it makes sense for collegiate programs to adopt a similar structure.

NIL has brought both opportunities and challenges. While athletes now have the chance to monetize their personal brands, it also means there’s a need for someone who can navigate this new frontier—someone who understands contracts, marketing, and compliance. Expecting head coaches to be proficient in all these areas is a tall order, and it detracts from their ability to build strong, cohesive teams. A GM, however, could step in to bridge the gap between player management and program strategy.

Additionally, the growing demands on head coaches to engage with alumni, boosters, and media can be exhausting. In professional sports, the GM often serves as a spokesperson and liaison between the team and its stakeholders. Implementing a similar role in college football would give head coaches more time to build stronger relationships with their players and staff, ensuring the team is prepared for success on the field.

Of course, the transition to a GM model in college football wouldn’t come without its challenges. There would be logistical considerations, such as determining the exact scope of the role and ensuring alignment between the GM, head coach, and athletic department. There’s also the potential for power struggles if roles and responsibilities aren’t clearly defined. However, with thoughtful planning and a commitment to improving the efficiency and effectiveness of college football programs, these obstacles can be overcome.

Ultimately, the addition of a GM role could be a game-changer for college football programs navigating this new era. It would allow head coaches to reclaim the time and energy needed to mentor their players, implement game strategies, and build a team culture that fosters growth and success. By creating a more balanced distribution of responsibilities, programs can better adapt to the evolving landscape of collegiate athletics.

The increasing need for a General Manager role in college football is a reflection of the times. As NIL, the transfer portal, and other factors continue to reshape the sport, college programs must adapt. A GM can help relieve the mounting pressure on head coaches, allowing them to focus on their true passion—coaching. The question is no longer whether we’re placing too much on head coaches, but rather, how soon can we relieve them of these burdens and set them up for sustainable success?