Page 51 - Alex Ferguson: My Autobiography

‘Morning, mister.’ And that was it. You couldn’t drag anything from him. I do remember a fall-out
with Roy Keane, after a European tie. That became a bit ugly. There was another with Gabriel Heinze
at Portsmouth. Heinze was ready to fight him. But no, he was not a disruptive influence.
We were trying to alter the way we played in Europe. Two years after the 1999 European Cup win,

we went to play Anderlecht in Belgium and PSV in Eindhoven and we were battered. Only on the
counter-attack. We played the traditional United way, 4–4–2, and were thumped. I told the players
and staff that if we could not keep the ball better and stay solid in midfield, we were going to suffer
more that way because opponents had sussed us out. So we switched to playing three in the centre of
the park. Verón was part of that development.
Managing change, which I had to do so often over that decade, I came up against many players I
admired. I tried so hard, for example, to get Paolo Di Canio. The deal was all done. We had made an

offer that he had accepted, but then he came back saying he wanted more. We couldn’t agree to the
new demand. But he was the sort of player Manchester United should have: one who can put bums on
seats and get people off them, too. I had players like that for the whole time I was there.
Then there was Ronaldinho, another who slipped the hook. I agreed a deal to bring him to Old
Trafford. Carlos was there and would vouch for that. The attempt to buy Ronaldinho reflected the fact
that United have always sported talismanic players. I was always hunting for that kind of talent. My

line of reasoning was, ‘We’re getting twenty-five million pounds for Beckham, and we’re getting
Ronaldinho for nineteen million. For God’s sake, wake up. It was a steal.’
On the way home from our trip to America, we stopped in Newfoundland to refuel, at a tiny
outpost. Only a single hut marked the landscape. As we waited for the refuelling, the cabin crew
opened the door to let fresh air in and a small boy was standing at the fence, alone with a United flag.
We weren’t allowed to disembark. We could stand on the steps but not the tarmac, so all we could do
was wave to this little United fan, pressed against a fence in the middle of nowhere.

Returning to Europe, for a stop in Portugal, we sold Verón, who had told Quinton Fortune he would
be joining Chelsea. I wouldn’t let him go for less than £15 million. Chelsea offered £9 million. I said,
‘No way, he’s not going for nine million.’ But in Portugal, Kenyon told me, ‘I’ve agreed the deal –
fifteen million.’ Then came the game against Sporting Lisbon and Ronaldo v. John O’Shea. I can still
hear myself shouting at John, ‘Get close to him, Sheasy.’
‘I can’t,’ came the plaintive reply.

One month later David Gill rang and said, ‘What about this, Kenyon is off to Chelsea.’ David took
over and was fantastic – a big improvement. Peter Kenyon, I felt, tried to take on too much and was
consequently unable to deliver on some of the most important tasks. The expertise you need in a chief
executive role is a talent for completing missions.
When David Gill moved into the hot seat, I suspect he was uncertain about his function. David was
an accountant by trade. My advice was, ‘On the back of Peter Kenyon, don’t take on too much.
Delegate.’ Without doubt he was the best administrator or chief executive I ever dealt with. First

class. Straight as a die. Very approachable. Kept his feet on the ground and knew the value of the
game. Understood it, too. Martin Edwards also had a good knowledge of the game, but there were no
complications with David. He might tell you something you didn’t like, but he would not shirk from
saying it. That was the only way to be.
Although Martin supported me at the most important times, I was always underpaid until David
took charge. There is no substitute for being appreciated at work. To be told you are doing a fine job

is all very well, as far as it goes, but there has to be monetary recognition.
Dealing with changes in ownership is immensely difficult for club directors. After a takeover the