Vision accomplished? Inside FC Midtjylland’s ambitious vision 2025 and what it delivered

Since their founding in 1999, Danish club FC Midtjylland have built their identity on bold ambitions and big-picture thinking.

Based in the relatively small towns of Herning and Ikast, the club have evolved from a regional merger to one of Denmark’s most prominent football institutions – known not just for winning the domestic league title four times since 2015, but also for European group-stage appearances and a focused, strategic approach to both talent development and the business side of football.

In 2021, FC Midtjylland launched their ambitious Vision 2025, built on three specific objectives:

Becoming a top-50 club in Europe, reaching an average attendance of 10,000 per home game and generating DKK 100 million (€13.4 million) in commercial revenue.

With the vision now having run its course, Off The Pitch sat down with Claus Steinlein – long-time CEO and now active Chairman of the Board – to assess the outcomes, reflect on the club’s strategic journey, and look ahead to what comes next.

Top-50 in Europe: Significant progress, but not achieved

Back in 2021, when FC Midtjylland set the goal of breaking into Europe’s top 50 clubs, the team was ranked 112th in UEFA’s club rankings. It may have sounded overly ambitious to many, but for Claus Steinlein, setting lofty targets is an intentional move.

“The way we use big goals at FC Midtjylland is to fuel the engine.”

It’s about creating a culture where the entire organisation is aligned behind something that initially seems out of reach. Midtjylland has seen success with this method before, and Vision 2025 proved no different.

“Behind that number, what we really mean is we want to reach the group stage every year,” Steinlein says.

Consistent participation in European competitions has become a key benchmark. In recent years, FC Midtjylland has managed to qualify for group stages in both the Champions League and Europa League.

As of today, the club ranks 66th in UEFA’s standings – a significant leap from their starting point in 2021. Still, Steinlein points to a recurring challenge that continues to hold them back from reaching the top 50.

“The big challenge for FC Midtjylland now is getting past the group stage. That’s where others we compare ourselves to have done better.”

Steinlein references major clubs from mid-tier leagues such as Club Brugge and Red Bull Salzburg – well-established European brands that Midtjylland aspires to measure itself against.

Even though the top-50 target hasn’t quite been met, Steinlein believes it has clearly influenced the club’s trajectory.

“I think if we hadn’t announced it, we’d probably be sitting around 75th, 80th, or even 90th.”

Attendance: From empty seats to packed stands

Average attendance is often a strong indicator of local community support, making it a crucial element of Vision 2025. FC Midtjylland set out to average 10,000 fans per home game – a goal the club has now essentially achieved.

But the path there wasn’t about simply selling more tickets.

“The season ticket holders were only attending about 70% of matches,” Steinlein explains.

The real issue wasn’t ticket sales, but turnout. Many ticket holders simply weren’t showing up. The club responded by introducing systems that rewarded the most loyal fans and created stronger incentives for attendance.

“We focused more on getting those who’d already bought tickets to actually show up, rather than thinking we just needed to sell more. And that’s been the biggest shift at FC Midtjylland.”

“We focused more on getting those who’d already bought tickets to actually show up, rather than thinking we just needed to sell more. And that’s been the biggest shift at FC Midtjylland.”

Beyond the ticketing systems, FC Midtjylland has also invested in infrastructure and fan engagement, including a new fanzone aimed at enhancing the matchday experience and turning the stadium into a place people gather for more than just the 90 minutes of football.

It’s about creating meaningful reasons to attend – even when the results on the pitch aren’t perfect.

“I think sporting results matter less for fans today than they did 10 years ago in Danish football. What matters more is being part of the community.”

Commercial success: Target to be met this season

Alongside sporting and fan-related ambitions, Vision 2025 also included a clear business goal: to double the club’s commercial revenue to €13.4 million annually.

While FC Midtjylland doesn’t publicly disclose its commercial figures, Steinlein says the target is now within touching distance – albeit with a slight delay.

“When we finish the current financial year, we’ll hit DKK 100 million (€13.4 million) in commercial revenue. We’ll be right around that mark.”

The increase has been driven by stronger sponsor sales, improved facilities, and new partnerships. For example, the club opened a new sponsor lounge and introduced more attractive hospitality packages tailored to business clients.

While some might debate whether all the vision’s goals have been fully met, Steinlein remains satisfied with the overall progress.

“When I look at the whole of Vision 2025, I’m very pleased with what we’ve achieved over the last four years in FC Midtjylland’s history.”

Transfer record and ownership shift

From 2014 to 2023, FC Midtjylland was owned by English businessman Matthew Benham, who also owns Premier League side Brentford FC. Under his ownership, the club embraced an analytical approach to scouting and performance, leaving a lasting impact on both clubs.

In 2023, Benham’s shares in FC Midtjylland were acquired by Anders Holch Povlsen, who now owns the club via his investment company, Heartland. Povlsen is best known as the owner of clothing giant Bestseller and is one of Denmark’s wealthiest individuals. Heartland also acquired the Portuguese club C.D. Mafra, who currently sit bottom of the second tier in Portugal and are all but certain to face relegation.

In the 2023/24 financial year, FC Midtjylland spent €36.6 million on player transfers – the highest figure ever recorded in Danish football. While this wasn’t a direct goal of Vision 2025, it was part of a strategic decision linked to the change in ownership.

“We made a plan to increase the player budget, and that was part of the ambition tied to the ownership change,” says Steinlein.
“When you announce that you want to be in Europe’s top 50, you have to raise the player budget – otherwise it’s just not realistic.”

These investments were far from random. They reflect a broader strategy to make the squad more internationally competitive. But FC Midtjylland also remains opportunistic when the market presents the right openings.

“It’s a completely strategic decision – but we can move quickly when the right deal comes along.”
“So when the opportunity is there, we have a strategy, but we’ll take a second swing if needed.”
“I’d say it’s 90% strategy and 10% business instinct.”

For FC Midtjylland, no good deal is left on the table. The aim is for these investments to pay off – both on the pitch and financially, Steinlein emphasizes.

“And hopefully it’ll mean we can sell for even more in the future.”

The need for a new dream

Since their inception, FC Midtjylland has been defined by their big thinking, their willingness to challenge convention, and their clear vision-setting. Time and again, the club has outlined bold goals that have helped guide leadership and staff alike.

Now, with Vision 2025 concluded, the club finds itself in a rare position: no new overarching strategy has been publicly announced to unify the organisation.

But according to Steinlein, that doesn’t mean planning isn’t underway. Behind the scenes, the club are actively working to define their next big leap forward.

“That’s exactly what we’re working on right now. What’s the new dream – the one that makes people get up a little earlier, stay up a little later, and work just that bit harder?”

Without revealing too much, Steinlein says one aspect under consideration is the timeframe. While previous strategies have been short- to mid-term, the club is now weighing a more long-term perspective.

“Should we create a 25-year plan instead of a five-year plan? Or maybe even a 100-year plan? That’s genuinely the kind of thing we’re discussing.”

“Right now, the ownership, the board, and the executive team are all discussing what the next big benchmark should be,” Steinlein says.