by Mantas Aliukonis
A 52-year-old Portuguese coach, João Pratesas, is no stranger to Lithuanian football. From mid-2022 he spent 18 months at Telšiai Džiugas. Football, he admits, is inexhaustible. “I can talk about football for hours. It’s a subject that never runs out.”
His career has unfolded across Europe and the Middle East, exposing him to sharply different football cultures and organisational realities. Leadership, sustainability and long-term vision now define how he evaluates projects. He is currently based in Lisbon.
This is the second part of an extended interview.
First part can be read here – https://balticfootballnews.com/joao-prates-leadership-context-and-building-competitive-teams-across-five-countries-part-1/
-What motivated you to build most of your career outside of Portugal?
“It was a combination of ambition, curiosity and self-fulfilment. Portugal has a strong coaching culture, but it’s also a very competitive and closed market, especially financially. For many coaches, working abroad offers not only professional growth, but also better conditions to work in a stable and dignified way. I don’t think we should be afraid to say that financial conditions are important. They are part of professional football. Working abroad allowed me to experience different football cultures, manage dressing rooms with players from different nationalities and cultures, and lead teams in complex situations. That experience accelerated my development as both a coach and a leader. Building an international career wasn’t an escape from Portugal. It was a conscious decision to grow, challenge myself, and work in environments where responsibility, trust and conditions matched the level of commitment required.”
–What has been the most difficult moment of your coaching career?
“One of the hardest moments of my career – and one that defines me as a coach – was my first professional job, at União de Montemor. I joined in the eighth round of the season. The team was last, with zero points and eight consecutive defeats. Everyone close to me told me to say no. They believed it was the wrong project and that it could damage my career. But even then I understood something essential. If a coach waits for the perfect project, he can wait for years. The reality of football is that a coach usually arrives when someone else has already made mistakes. Looking back, it was the right decision. Despite the lack of belief from outside, we believed internally, trusted the process, and avoided relegation.”
–How do you lead a dressing room when results aren’t coming and pressure is high?
“Working with teams that lose more than they win requires a strong mindset. It requires clarity, emotional control, total commitment and belief in the process. In those situations, results alone cannot be the daily reference point. The final objective is what matters. Every league has teams with very different goals. Some fight for titles or European qualification. Others develop players, aim for promotion or simply want to survive. When survival is the goal, everyone has to clearly understand that reality. My role is to protect players from outside noise, reduce fear, keep the dressing room united and focused, and build a collective mission based on trust. Under pressure, leadership is not speeches or promises. It’s consistency, honesty and daily work – helping players believe difficult situations can be overcome when the group stays together.”
–What are your nights like after matches?
“Before matches, I usually sleep well. The preparation is already done. After matches, it’s different. Reflection begins – decisions, moments, what needs improvement. That’s part of the job and part of the responsibility.”
– Was working in the Baltic region more of a cultural, competitive or structural challenge?
“It was a combination of all three. When you arrive in a new country, it’s essential to understand the sporting reality, the social context and the competitive environment. Every country has its own specifics. One thing never changes: working with people. Regardless of culture, league or structure, leadership, communication and trust remain central. Lithuania has its differences, but also very positive aspects. Football here has real potential to grow. With the right structure, patience and continuity, there is room for development at both club level and national team level. For me, difficulties were never an obstacle. They were an opportunity to learn, adapt and contribute to an environment that is still evolving.”
-You went through a serious personal situation while working in Norway. What did that period teach you?
“That was a very difficult moment in my personal life. I was diagnosed with a tumour. It was a period of uncertainty and vulnerability. At that time, the c lub showed me complete support.Instead of choosing the easiest option – terminating the contract – they chose to act humanely and responsibly. That affected me deeply. It reminded me that football is made up of people, not results, contracts or league tables. It strengthened my belief that values matter, especially in difficult moments. I will always be grateful for how the club behaved. It’s a lesson I carry with me as a professional and as a person.”
–What surprised you most about football culture in the Baltic states?
“Before arriving, I didn’t know much about Lithuanian football, except Edgaras Jankauskas, who played in Portugal. I arrived without expectations. Expectations often lead to disappointment. Although Lithuania is traditionally a basketball country, football is growing. Clubs are genuinely trying to improve, professionalise and raise standards. There are still aspects that need improvement if Lithuanian football wants to grow internationally, especially reaching European group stages. One positive sign is increasing investment in youth academies. In my opinion, that will make the biggest difference. I experienced a similar process in Norway, where even lower-division clubs invested in academies and foreign coaches. Today we clearly see the results of that long-term vision. Not everything revolves around money. Organisation, structure and patience are often more important. The Lithuanian league also gives young players visibility to reach higher levels. That’s an important competitive advantage.”
–Could Lithuania adopt elements of Portugal’s youth development model?
“You can’t simply transfer one model to another. Contexts are different. Portugal has one of the strongest coaching and youth development systems in the world. We have hundreds of Portuguese coaches working internationally, and our youth teams consistently win European and World championships. Portuguese clubs also develop and export hundreds of players every year, creating sporting and financial value. Lithuania can take inspiration – not by copying, but by adapting core principles. Methodology, leadership, coach education and long-term planning are areas where knowledge transfer can be valuable. In Portugal, children grow up with the ball as part of daily life. Passion for the game plays a crucial role. Creating football identity and culture takes time. It’s a long-term process, not a shortcut. With patience, consistency and the right structural decisions, Lithuania can strengthen its youth development system in its own way.”
–How do you view your time in Saudi Arabia and Iraq?
“I don’t see them as exotic markets. I see them as emerging football markets with strong financial power and a clear desire to attract top specialists. In Saudi Arabia, more than a hundred Portuguese coaches are working in professional football and youth development. That shows how integrated the market has become. Iraq is opening its doors to European football. It’s an early stage, but there is clear interest in professionalism and improvement. The cultural and structural differences are significant. Adapting requires flexibility, patience and strong leadership. One thing never changes: we work with people. When the process is clear, communication is honest and there is mutual respect, football becomes universal.”
–Did you feel the Saudi football boom and preparation for the 2034 World Cup?
“Yes. The football boom is very real. There are major investments, strategic planning and a clear intention to accelerate development. Part of this growth is driven by financial power, which can create an impression of artificiality. But money alone doesn’t sustain football long-term. I saw increasing investment in infrastructure, academies, coach education and organisational structures. The key question is sustainability. If investment is combined with education, patience and local development, football in Saudi Arabia – and the Middle East – can grow in a solid, long-term way.”
–How do you remember the cultural and religious realities of working in Saudi Arabia?
“It was a completely different context that required a high level of adaptation. Cultural and religious aspects are part of daily life and must be respected. There are five prayers a day. Some coincide with training times. Training often took place at 5:30 in the morning or after 20:00 at night because of the hot weather. As a coach, you adapt your methodology, planning and communication to the environment. I remember that period very positively. Sportingly, we achieved our objectives. Personally, it helped me understand there is never only one way to see or live football. Football is universal, but leadership must always be sensitive to people, culture and reality.”
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