Footballer.pk had the pleasure of speaking with Thorlakurn Arnason, a UEFA-Pro licensed coach from Iceland who has built an impressive career across various countries. From his technical directorship in Hong Kong to academy management in Sweden, and now making history in Portugal with Clube Atlético e Cultural da Pontinha, commonly known as Damaiense, Thorlakurn’s insights into coaching and player development are invaluable. In this candid interview, he shares his experiences, challenges, and philosophies on football.
1. Thorlakurn, first of all, congratulations on guiding Damaiense to a 4th-place finish in the Women’s First League in Portugal—the best result in the club’s history! How did this season unfold, and what do you think was the key factor in achieving such a milestone?
Thorlakurn Arnason: Thank you! Yes, we didn’t win the league, but finishing 4th was still the best result in the club’s history, and we were all satisfied with the season. Our team was built around a core of 8-9 local players, which made it even more special. However, what I’m most happy about is the success of the players themselves. For example, our best player got signed by Benfica, which is a huge step for her development. So, it’s two different things—developing players and winning football games. Both are important, but seeing the players succeed is the most rewarding part.
2. You’ve worked in many different football cultures—Hong Kong, Iceland, Sweden, and now Portugal. How has each experience shaped your coaching style, and what are some of the main differences you’ve noticed between these footballing environments?
Thorlakurn Arnason: Each country has its own unique football culture. Sweden and Portugal are in the top 10 in World Cup history, so the level of knowledge is high, not just among players and coaches, but even within the public and media. In both countries, they’ve also done a great job of integrating migrants into their football culture—there’s a lot of Brazilian influence in Portugal and many immigrant players in Sweden.
In Iceland, the culture is a bit different. It’s more focused on physical and tactical aspects, with players being strong but perhaps lacking the technical skills you see in Portugal. As for Hong Kong, it’s totally different because the goal of young kids there is not necessarily to become top footballers. The academic system places a strong emphasis on school, and parents usually push their children more towards becoming doctors or lawyers. This makes it a unique challenge for a coach.
The other difference is in the respect for the coach. In Portugal and Sweden, there is a lot of respect for the role of the coach, something that I feel has changed in Iceland over the years. I think Iceland could learn a lot from these countries, both in terms of integrating diverse backgrounds and maintaining a healthy respect for the coaching profession.
3. Women’s football in Portugal has been growing rapidly, with clubs like Benfica and Sporting making strides in the Champions League. What’s your take on the current state of the women’s game in Portugal, and what challenges do other clubs face in becoming truly professional?
Thorlakurn Arnason: Benfica, Sporting, and Braga are doing very well—they’re using the knowledge and infrastructure from the men’s side and applying it to women’s football. They have good budgets, facilities, and plans in place. But for the rest of the league, it’s a struggle. A lot of clubs are trying to catch up, but there’s a high turnover of players. At Damaiense, we’re keeping only 5 out of 20 players from last season, so you see how difficult it can be to maintain consistency. The league is professional, but many clubs are still transitioning to that level.
That said, recognition is coming, especially with Benfica’s performance in the Champions League. They reached the quarterfinals, beat the Danish champions, and had a strong showing against Real Madrid. It’s proof that the women’s game here is growing, but there’s still a long way to go for many clubs.
4. You’re known for being tactically adaptable. Can you tell us more about your preferred formations and your overall approach to tactical flexibility?
Thorlakurn Arnason: I don’t have a single preferred formation—it really depends on the players you have. At the national team level in Iceland, we were often the underdogs, playing against much stronger teams like Germany or Italy. So, we had to be defensively solid if we wanted a chance to win. This meant using systems like a 4-4-1-1 or 4-4-2 with a low block.
At club level, it’s different. If you have a strong team, you can play a 3-5-2 or press high. But if the squad isn’t as strong, you need to be more conservative. Discipline is key because it gives your players the freedom to express themselves within the structure. A clear game plan allows your individual talent to shine.
5. You’ve held senior roles as Technical Director in Hong Kong and Academy Manager in Sweden. How did those experiences change your perception of football and influence your approach to player development?
Thorlakurn Arnason: In those roles, I had to step away from the pitch and focus more on the bigger picture—seeing the “machine” of football rather than just the individual players. At IF Brommapojkarna, for example, we had around 3-4 thousand players in the club. It was a huge task to manage such a large number of kids and ensure we were providing quality training without losing players early due to limited resources.
In Hong Kong, my role was even broader. We were setting up a strategic plan for 10-12 years into the future, and the focus was on supporting the clubs and coaching the coaches. If you want better national teams, you need to strengthen the clubs first. It was a big responsibility, but I enjoyed thinking about football at that level—how to grow the game from the grassroots up.
6. You have a reputation for your strong football philosophy. Can you share the core principles that guide your coaching approach?
Thorlakurn Arnason: My core philosophy is simple: I want to win, but in my way, with my game. It all comes down to ensuring that every player understands their role and responsibilities on the pitch, regardless of their level. For me, this applies whether I’m coaching at the grassroots or elite level. A fullback, for example, needs to know the routes they need to take in the build-up play.
Mentally and emotionally, I want players to dare to play. Mistakes are part of the game. It’s about having the courage to play your game even in tough situations. At the elite level, competition is fierce, so you need to be mentally strong. It’s one of the toughest jobs in the world to be a professional footballer, and as coaches, we need to prepare our players for that challenge.
7. With your extensive experience, what’s next for you? Do you see yourself staying in the women’s game, or are you open to new challenges in different environments?
Thorlakurn Arnason: I’ve been fortunate to work in very different environments—men’s football, women’s football, youth development, and administration. I don’t really differentiate between coaching boys or girls. It’s about teaching the game. Right now, I’m enjoying my work in the women’s game, but I’m always open to new challenges.
My dream when I started was to coach abroad, and I’ve been able to do that in three different countries so far. I’m a bit like a sailor—my father was a captain, and I guess I inherited that spirit. I love Iceland, but I want to keep moving, learning, and experiencing different cultures.
8. Lastly, what advice would you give to young coaches from Pakistan looking to build a successful international career like yours? Given the difficult situation in Pakistan—where there is currently no organized national league, the FIFA ban, and ongoing issues with the Normalization Committee—it seems like so much talent and potential are being wasted. What would you say to aspiring coaches in such a challenging environment?
Thorlakurn Arnason: I think Pakistan has a really big population, and everywhere you go, you see kids kicking a ball around. They play in the streets, in schoolyards, and with friends and family—this is where true footballing talent is born. Some of the best players in the world grew up playing in similar environments, honing their skills on their own long before they ever entered organized football.
There’s no reason why a kid in Pakistan can’t become as good as anyone else. It takes a lot of self-practice, passion, and discipline to become a footballer. In fact, many great players come from humble backgrounds and have a bigger drive to make it because they don’t have any other path—they’re not going to become doctors or lawyers. They put everything into football because it’s their one shot. That’s something I think Pakistan’s grassroots culture can nurture.
For young coaches in Pakistan, I would say: don’t be discouraged by the lack of structure right now. Focus on what you can control—develop the players who are playing in these unstructured environments, encourage them to keep playing, and instill the discipline they need to take their game to the next level. When the right infrastructure isn’t there, you have to build the foundations yourself.
Remember that most top footballing nations started this way—through a love for the game that grew into something bigger. Keep learning, stay open-minded, and look for opportunities abroad if they arise. That international experience will be invaluable when Pakistan’s football environment finally gets the structure it deserves. Until then, nurture that passion, and help the next generation believe that they can be as good as anyone else in the world.