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Why I Terminated My Development Signing Contract
When I signed my development contract, I did so with the belief that it would be a stepping stone—a bridge to a more impactful, sustainable role within the organization. The terms were modest, reflective of a long-term investment in growth, both professionally and financially. At the time, I accepted those conditions, understanding that proving myself on a smaller scale could unlock greater opportunities. But recent developments have caused me to reevaluate the value proposition of that agreement.
The catalyst for my decision was the news surrounding Hugh Freeze’s contract with Wigan: a six-year deal worth $6.5 million annually. This was more than just a headline—it was a statement. Wigan signaled that it is willing to invest heavily in leadership and vision. Freeze’s contract is a declaration that talent and results demand compensation and security. It changed the landscape overnight. For someone like me, under a development contract with limited terms and modest expectations, it made one thing clear: the gap between investment and opportunity was no longer acceptable.
I want to be clear—this is not about envy. It’s about equity. Hugh Freeze brings a high-level pedigree, experience, and results that merit major investment. But so too do many individuals who are asked to prove themselves year after year under limited contracts without ever seeing meaningful elevation. My decision is based on principle: if organizations are capable of offering multi-million-dollar commitments for leadership roles, then they are also capable of providing structured, rewarding growth paths for those contributing behind the scenes.
The terms of my development contract no longer reflected the direction I want for my career. I’ve worked hard, delivered results, and upheld my end of the deal. Yet the absence of a clear timeline for advancement and a compensation structure that fails to reflect the current market made it impossible to justify staying. Freeze’s deal underscores what’s possible when leadership is taken seriously—when strategy, talent, and vision are funded properly.
I terminated the contract not in frustration, but in clarity. I realized my potential deserves a setting where investment meets ambition. This isn’t about one coach or one team—it’s about the message their decisions send. When an organization shows it’s willing to spend millions over multiple years on a single hire, it resets expectations for everyone else under that roof.
I’m proud of what I’ve done under that development deal, and I hold no ill will. But now is the time to align myself with an opportunity that recognizes value beyond a “prove-it” mindset. Hugh Freeze’s Wigan deal illuminated the gap—and confirmed that it’s time I step out from the shadow of development and into a future where my contributions are fully matched with investment and opportunity.
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