Indian Football: The Devil Is Not the Salary but the System

Since early 2024, the Indian national men's football team has faced considerable difficulties, prompting many to scrutinize the salaries of players in the Indian Super League (ISL). During and after the 2023 AFC Asian Cup held in Qatar, the team endured a disappointing streak of defeats in official matches, achieving only one victory against Maldives in a friendly. This is particularly concerning given the high expectations for the squad. India's FIFA ranking fell from 99 in July 2023 to 133 in June 2025, sparking widespread criticism over whether the players are overpaid for their on-field performance.

Football often draws global attention because of enormous transfer fees and unprecedented salaries. Examples include Gareth Bale's €100 million transfer to Real Madrid and Neymar's €222 million move to PSG. Most recently, Cristiano Ronaldo renewed his contract with Al-Nassr, securing one of the most lucrative deals in sports history, worth over 400 million USD. This underscores the sport's attraction to significant financial figures.

In India, debates heat up during national team matches about ISL players' salaries, with the highest earnings not even reaching half a million dollars per year. However, the true issue is not the players' salaries but the ecosystem's ability (or lack of it) to consistently develop quality talent that can impact the national team and the domestic football landscape in India.

Global Transfer Fever vs. Indian Reality

Whether China’s exuberant wage offers in the past or Saudi Pro League’s recent spending spree, high salaries are a function of market demand. IPL cricket auctions in India spark similar fever, yet football in this country is still finding its feet. Even top ISL pros earning USD 400,000 annually pale beside global stars pulling in multiple millions. For most Indian players, annual salaries range between USD 8,000 and USD 250,000, modest by international standards, yet considered steep locally because of the limited pool of high-quality professionals.

Market Forces, Not Greed, Drive Wages

Clubs and franchises in the ISL or teams in the I-League set salaries based on supply and demand. A select few Indian players, earning between USD 200,000 and 400,000, are highly sought after because few others match their caliber. While agents often face criticism, they simply negotiate within the limits of what clubs are willing to pay. The annual squad salary cap of ₹17.5 crore (excluding marquee players) highlights the tight budgetary constraints under which Indian clubs operate.

A recent example of market forces influencing transfer value and player compensation involves Tekcham Abhishek Singh. Mohun Bagan completed his signing from Punjab FC on a three-year deal, with a transfer fee reportedly close to USD 225,000 and a total deal worth USD 920,000 for three years. He attracted interest from several clubs after a successful season with Punjab FC, demonstrating his versatility on both wings, and his debut with the Indian national team was also successful.

There are also criticisms that one or two clubs may flout salary cap rules by using different types of contracts or arrangements, but these allegations have never been substantiated. For clubs, players are key assets, and some clubs undoubtedly go to great lengths to retain their star players to maintain their title-winning ambitions. Neither players nor agents can dictate the market unless clubs are willing to sign a player at a certain rate. It is the competitiveness among clubs that drives player transfer values, and if a player's performance during the season is exceptional, the market will surely increase that player's value due to rising demand.

Players requesting a specific salary and package from a club do not set the market price unless clubs are prepared to pay that high amount for certain players. Nowadays, data determines a player's price; performance data aids in decision-making, providing an objective basis. However, when some clubs do not apply data science and logic in player signings, certain players may receive prices higher than the market rate, based purely on emotional decisions by club management. These cases are rare and cannot be generalized.

Historical Context: Transfer Market Dominance

Historically, Kolkata clubs like East Bengal, Mohun Bagan, and Mohammedan Sporting have been at the forefront of Indian football, providing salaries that other clubs couldn't match. From the 1930s to the early 1990s, these three Kolkata football giants largely dominated the transfer market. Mohammedan Sporting stood out by securing 5 consecutive CFL titles from 1934-38 and continued to win the Calcutta League titles until 1941, except in 1939 when they boycotted the league in protest against the IFA. Occasionally, other clubs would try to compete by offering attractive deals, but most could only maintain this for two or three seasons, sporadically renewing their efforts to contend.

The rivalry between Kolkata Giants was so intense that there were even stories of player kidnappings during this period. Undoubtedly, those were times when the transfer system in India was driven by emotional management, verbal agreements, cash dealings and assurances, with minimal paperwork. Players aspiring to play at the heart of Indian football had no choice but to accept these verbal arrangements. Players were treated as heroes, and this was the sole platform where they could thrive and elevate their game.

During the peak years of Kolkata clubs, many top players pursued stable jobs in Public Sector Undertakings (PSUs), Railways, or Nationalized Banks to secure financial stability. Once they secured full-time employment, these players would seek permission to sign with top clubs and take leaves to participate in matches. In some cases, certain players only engaged in football part-time, which limited their potential. For instance, some players had to balance their professional careers with their passion for football, often missing crucial training sessions due to work obligations.

Additionally, the IFA used to organize the league schedule in a way that avoided clashes between top clubs and departmental teams, as many star players had to play for their departmental sides as well. It was challenging for both organizers and players to manage club and departmental commitments. Moreover, in those days, players had no choice but to go the extra mile to fulfill their football commitments.

Outside Kolkata, football teams were mainly linked to government departments and forces. Teams like Hyderabad City Police, Army teams (such as the Gorkha Brigade and Madras Regimental Center), and various regional police teams recruited skilled players. In Punjab, the BSF team attracted talented players, while private clubs like Leaders Football Club and later JCT heavily invested in acquiring local talent. In Mumbai, companies like Caltex, Mafatlal, and Tatas invested in talent, but they didn't continue beyond the 80s, except for Tatas, who started a football academy in Jamshedpur. However, these clubs couldn't match the enthusiasm, fan base, and financial support of the Kolkata giants. As a result, the Calcutta Football League and tournaments featuring the Kolkata giants across India attracted large crowds due to their star players and many of the country's top talents at that time.

During this period, football players associated with the Kolkata giants generally earned more than domestic cricketers. However, few received substantial salaries. Most players of that time sought stable employment, and being part of the Indian national team, a Santosh Trophy-winning team, or major Kolkata clubs often led to securing government jobs, with the Railways being among the first to hire top players until the 1980s. Although Kolkata football dominated Indian football until the early 1990s, the success of Indian football's golden era in the 1950s and 1960s was largely due to the vibrant football culture and stalwarts of Kolkata, along with other talents and stalwarts who joined Kolkata clubs from the State of Mysore/Karnataka, Travancore/Kerala, and cities like Hyderabad and Secunderabad, contributing to the talent pool and the influence of a remarkable coach like Rahim Saab.

Since the late 70s, our national team has faced challenges, a trend that continues today, even as football has expanded to new regions in India. Over the last two decades, Manipur initially began producing a significant number of talents for the national stage, followed by Mizoram, while talent from Bengal started to decline. Currently, both Manipur and Mizoram are the main sources of players for major clubs. From that time to now, there has been a notable rise in salaries. A major change since then is that players now sign professional contracts, with most not holding other jobs. The relationship between players and clubs has evolved from amateur to professional since the introduction of the Indian Super League.

A major distinction between that era and the present is that, before the millennium, top players participated in over 55-60 competitive games annually. To prevent burnout and safeguard their well-being when playing for Team India, the Federation introduced a token system in the 90s to limit potential national team players to 50-55 games. This scenario has now completely transformed, with the salary-to-game-time ratio altering significantly. Today, top players are unable to participate in more than 30-35 competitive games each year. This marks a shift in the competitive landscape for Indian players.

National Football League: The Initial Major Disruption

The introduction of the National Football League (NFL) in 1996 was a significant milestone for Indian football. In anticipation of the league's first season, JCT started providing attractive contracts as early as the 1994-95 season, drawing in prominent players such as IM Vijayan, Bhaichung Bhutia, and other key figures, thereby challenging the dominance of Kolkata clubs. This financial investment rejuvenated football in India, opening up opportunities that previously appeared unattainable.

Nevertheless, Kolkata clubs began to reassert their dominance starting from the 1997-98/1998-99 season when Mr. Vijay Mallya, famously known as the King of Good Times, teamed up with both Mohun Bagan and East Bengal through two separate companies. This new financial backing allowed Mohun Bagan and East Bengal to once again make waves in the transfer market by offering lucrative contracts to top players. IM Vijayan, initially signed by FC Kochin in 1997 from JCT, returned to Mohun Bagan in 1998 with a record-breaking one crore deal.

Starting from the 1996-97 season, clubs from Goa began to increase their spending, with Salgaocar SC and Churchill Bros leading the way in the transfer market. Subsequently, Dempo SC, Sporting Club de Goa, Vasco SC, Franca FC, and Sesa Goa also invested heavily to sign and retain local talent, as well as to acquire skilled players from other regions and abroad. During this period, clubs from Kolkata, Goa, Mumbai (Mahindra United, Mumbai FC), Punjab, and Kerala fiercely competed for talent in the transfer market. This competition lasted for a decade, but from the 2007-08 season onwards, some clubs began to exit the league or even shut down due to the unsustainable nature of their investments, with Dempo SC and Churchill Bros being exceptions.

During this era, players had numerous options, and their demand increased significantly. Air India, focusing primarily on scouting undiscovered talent, was one of the clubs in the NFL phase and the early part of the I-League that often brought in raw talent from the northeastern region and Maharashtra. During this phase, the player pool grew, and Indian players' salaries ranged from 800 USD to 125,000 USD annually. However, there were issues with timely payments and one-sided contracts involving a few clubs.

Entry of Agents in Indian Football

Before the I-League era, Indian football lacked official agents, with most negotiations between players and clubs handled directly, except in certain cases involving foreign players. Occasionally, unofficial agents, often friends or acquaintances, assisted with wage negotiations and other support. It was reportedly in 2008 when FIFA Licensed Agent Yogesh Joshee, a UK-based football agent, signed Sunil Chhetri and arranged trials for him in the UK and other countries. This event marked the entry of agents into Indian football. In 2010, the American player management consulting firm Libero Sports entered the Indian market, but it wasn't until after 2013 that more players began employing agents for their transfer and wage negotiations. However, only a few Indian players have agents handling endorsements and other commercial deals.

Currently, apart from Sunil Chhetri, no Indian footballer has endorsement or influencer deals for brand promotions. Bhaichung Bhutia was the first to engage in brand endorsements and promotions in the past three decades, while IM Vijayan secured several local brand promotion contracts in Kerala after retirement. Consequently, apart from one or two players, most rely solely on their salary and bonuses for income.

Furthermore, several Indian players were signed by foreign agents, choosing them due to their experience and access to the international football market. Indians quickly realized that entering the player management business was a lucrative opportunity, and within the first two seasons of the ISL, this market potential became evident, leading to an increase in Indian agents. Some foreign agents collaborated with local partners in India, providing insights into the agent's role and inspiring many to pursue it as a full-time career. The rising number of Indians taking the FIFA Agents Examination in India reflects the growing demand for agents and suggests it is a promising career path. Currently, agents are keen to sign players as young as 15 when they join the U17 National Youth Team or any notable football academy. For many agents, Manipur and Mizoram are key regions for scouting talent.

ISL: The Second Major Disruption

The launch of the Indian Super League in 2014 marked a major disruption in Indian football, comparable to the changes seen in 1996. This new franchise league quickly became a global talking point, as many retired international football stars joined various teams as marquee players to elevate the sport in India. During its first three seasons, the league significantly impacted the Indian transfer market, leading to substantial wage increases and professional contracts for many Indian players. These contracts came with improved training, travel, and living facilities, creating an atmosphere that exceeded expectations. This development brought unprecedented attention to Indian football and greatly benefited Indian players through a professional setup.

Over the past 11 ISL seasons, many clubs have notably changed their recruitment approaches and reduced compensation packages. Meanwhile, clubs aiming for the title continue to dominate the transfer market by securing key players. A notable change, however, is that clubs have ceased signing high-profile foreign players. This period has also seen the rise of agents in Indian football, with some clubs focusing on acquiring young talents.

It is not justifiable to blame ISL or its franchises/clubs for salaries, as clubs, officials, agents, or players cannot be held responsible for them. When a player signs an initial contract or receives a record salary or attracts transfer fee from a club, such events are celebrated by people, families, communities, regions, or localities. Many young individuals are inspired to work harder to follow in the footsteps of their local players who have secured contracts with clubs. If players are not compensated according to market demand, the entire ecosystem will be impacted. In Indian football, there are only a few positive aspects: the fan base that supports football, the investors who back it, and the dedicated individuals and players who strive daily to keep football alive on the pitch. Further salary cuts would demotivate the entire football ecosystem.

The Real Issue: Systemic Failures

While some players might seem to earn substantial salaries, the core of Indian football remains fragile. The persistent lack of investment in grassroots and youth development results in India producing only a handful of elite-level talents. Without strong youth leagues, high-quality coaching, and effective scouting networks, clubs are forced to compete for a limited pool of talent, which inflates the salaries of exceptional players. In the second-tier league (I-League), Indian players have an average annual salary of USD 11,000, with a few earning between USD 20,000 and 28,000, whereas lower divisions rarely offer annual professional contracts.

Developing a sustainable system is essential, where talent is discovered, cultivated, and advanced, thereby increasing the pool of quality players. Nations such as Japan, the Republic of Korea, Spain, Brazil, Argentina, etc. have well-established pathways that support competitive domestic leagues and top-tier national teams. The problem extends beyond the senior men's team struggling; youth teams are also underperforming, and the entire pipeline seems weak and fragile. This points to a systemic failure, and if no one, either within or outside the system, can identify promising talent in India, it highlights the absence of an effective system for nurturing talent.

At 40 years old, Sunil Chhetri remains the leading goal scorer for the Indian national men's team and was the top-scoring Indian player in the Indian Super League last season, 2024-25. Over the last ten years, no other Indian player has been able to rival him, underscoring the weak development pipeline and significant talent shortage in Indian football. Although he announced his retirement from international football in June 2024, the management called him back to play for India in the March 2025 AFC Asian Cup 2027 qualifier against Bangladesh. While Sunil Chhetri continues to exemplify professionalism and discipline, the lack of emerging quality players in India is a worrying sign for the future of Indian football.

In the last thirty years, only four players from the Indian National team have been signed by clubs in Europe and America: Bhaichung Bhutia, Sunil Chhetri, Gurpreet Singh Sandhu, and Sandesh Jhingan. However, none have managed to replicate their success from Indian football on the international stage. This underscores the gap between Indian football and more developed football markets. The responsibility for their lack of impact in foreign leagues lies not with the players but with the domestic system, which suffers from significant shortcomings in competitive and talent development pathways.

If Indian players do not join European leagues or highly competitive leagues in Asia, their development and the national team's success will be limited. In Asia, nations like Japan and South Korea have demonstrated that having more players in European leagues enhances their national teams and strengthens domestic football. Although some claim Indian players remain in India for better salaries, the reality is they are not in demand, and top-level foreign scouts are not concentrating on India because the country has not yet displayed its talent on the international football stage.

Although many top clubs and a few private academies are investing in player development, these efforts are not bringing India any closer to its competitors. One of the national team's strategic goals was to be the top ten in Asia by 2026, as announced in January 2023. However, in the last 19 months, India's ranking has dropped to 24th in Asia. Effective governance is crucial for building a robust structure and system that consistently produces top-level talent. Unless all stakeholders come together to discuss the core issues hindering growth and undermining many efforts, there will be no solutions to stop this downward spiral. Unfortunately, players will be blamed because they are the ones visible on the field, while those responsible for governance can hide behind the players and continue to operate without responsibility and accountability.

The Path Forward

Criticizing player salaries without tackling these systemic issues merely touches the surface. We need to push for a transformation in the football ecosystem. Holding players accountable for earning fair wages in the current market is a diversion. Realignment requires concentrating on systemic reform. By adopting cohesive strategies that reflect global best practices, India can enhance the overall standard of football. As player quality improves, demand for players will increase, competitive leagues will emerge, national team results will get better, and ultimately, "record" salaries for Indian players will be celebrated instead of criticized.

Although the path may be challenging, with the dedicated efforts of the Federation, clubs, coaches, players, and other stakeholders, Indian football can flourish once more. This is not only for achieving competitive success but also for fostering sustainable growth as a cherished national sport. In football, as in any sector, talent thrives only in fertile soil. Let’s stop fixating on wages and start cultivating the system that generates them.