In modern football, not every transfer story ends when a player holds up a new shirt. Increasingly, the real intrigue lies in the fine print of the deal, clauses that may not dominate the headlines but could shape a club’s financial future for years. One such detail, often referenced but rarely fully understood, is the sell-on clause.
As transfer fees continue to soar and clubs search for smarter ways to protect long-term value, sell-on clauses have evolved from a minor contractual add-on into a defining feature of the modern transfer market.
At its simplest, a sell-on clause is an agreement that allows a selling club to receive a percentage of money if the player is transferred again in the future. However, how that percentage is calculated is where much of the confusion lies. In some cases, the clause applies to the total transfer fee. If a club inserts a 20 per cent sell-on clause and the player is later sold for €10 million, the original club receives €2 million outright.
In other deals, the clause applies only to profit. If a player was originally sold for €3 million and later moves for €10 million, the profit is €7 million, and a 20 per cent sell-on clause would return €1.4 million to the first club. That distinction can be worth millions, which is why negotiations around sell-on clauses are often as intense as talks over the initial fee itself.
The growing popularity of these clauses reflects how clubs now approach talent development and risk management. Smaller clubs, in particular, are often forced to sell promising young players before they reach their peak, either because they need the money or cannot compete financially with bigger sides.
A sell-on clause helps bridge that gap. By accepting a lower upfront fee, the selling club reduces immediate risk while keeping a financial stake in the player’s future success. It also rewards good scouting and player development, ensuring clubs are not punished for producing elite talent that later flourishes elsewhere.
Clubs have recently used sell-on clauses to spectacular effect. Take the case of Anthony Elanga, whose move from English Premier League side Manchester United to Nottingham Forest included a clause giving his old club a financial stake in his next transfer. When Forest agreed a reported fee with Newcastle United that could approach £60 million, United stood to pocket around £6 million–£7 million thanks to a 15 per cent sell-on on the profit Forest made, money that could help the Red Devils balance their books or reinvest in new recruits.
Liverpool themselves have embraced this approach repeatedly. When the Reds sold goalkeeper Caoimhín Kelleher to Brentford in 2025, a sell-on agreement ensured that his boyhood club, Ringmahon Rangers, stood to benefit substantially from any future move. It was a reminder that even at grassroots level, smart contractual planning can deliver life-changing financial returns.
Yet sell-on clauses are not without drawbacks, particularly for buying clubs. Agreeing to hand over a percentage of future income can significantly reduce profits when it comes time to sell. It can also complicate negotiations, with clubs often spending weeks debating whether the clause should apply to total value or profit alone. Over the long term, sell-on clauses can even affect squad planning, as clubs may hesitate to sell a player at the right sporting moment if a large portion of the fee will be diverted elsewhere.
In the fast-moving transfer market, sell-on clauses have become one of the smartest tools clubs have to protect their future financial interests while backing their footballing instincts. As player valuations continue to soar, these clauses are likely to become even more prominent, ensuring that the next breakout star benefits more than just his current club.
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