Espanyol’s academy side lead Racing Zaragoza at half-time after a brilliant solo goal from Denis Cruz. In the concourse, Gerard Bofill, the club’s head of methodology, explains a typical bench conversation. “I have just talked with Nuria,” he says. “I asked her what she has said. She has told the coach to be positive in his messaging. Maybe he was frustrated because of the actions of a player.” Nuria Rabassa Gonzalez is the academy’s sports psychologist.
Bofill stresses that “the coach has the last word,” yet at Espanyol the psychologist is integrated with the coaching staff. She sits on the bench during games, observing body language and offering immediate feedback. If a forward has had few chances and seems low on confidence, she might give him a brief, targeted pep talk at half-time—30 seconds of reminder about visualisations or positive affirmations to take into the second half.
This is one example of how the LaLiga club is trying to think differently to maximise player potential. Bofill is excited by innovations such as virtual-reality glasses, which can let players learn game situations without increasing physical load. He also emphasises preserving the club’s identity: coaches are chosen to fit the club’s preferred 4-4-2, aggressive, wing-focused style rather than radically different systems.
Being Barcelona’s other club means Espanyol must know who they are and stick to a plan. Once there was ambition to field only Catalan players; that has softened, but development remains central. Michael Paul-Carres led a project to identify the club’s core values and how those traits in teams and players drive sustainable success. They aim to nurture emotional connections and a family atmosphere, thinking that deep support and commitment will help more talents fulfil potential.
“The big difference we emphasise is that psychological aspect,” Paul-Carres says. At Espanyol, psychologists sit within sporting management rather than the medical department because the club believes mental wellbeing is essential for performance. By analysing communication and emotional management, they hope to gain an edge. Paul-Carres calls it a “blue ocean” opportunity to make a meaningful difference.
Alex Garcia, now 60 and head of families and child advocacy, remembers there were no psychologists when he played. He recalls self-imposed and external pressures but believes today’s players benefit from support he never had. “That is what we take care of,” he says. Garcia stresses genuine family involvement: without knowing the family, the club cannot fully support the player. Families are encouraged to contact him directly; there is no such thing as “bothering.” Problems should be raised immediately so they can be resolved rather than left until months later.
Garcia and Paul-Carres watch about 70 percent of academy matches with family members and have just finished a first round of meetings for 2026—one hour with each of 180 families to review school grades, coach reports and psychologist observations. He will repeat the meetings at Easter. “A lot can change in a few months,” he says. Garcia has attended every meeting because he wants to personalise the approach. For him, taking a child into the academy entails more than improving football skills; it is a huge responsibility in which psychological wellbeing comes before sporting development.
Coaches welcome the setup. Marc Xalabarder, the young coach who took advice from the psychologist in that win over Racing Zaragoza, says the psychological side is even more important than the physical. “It is fundamental that the players have their heads where they should be, that they are motivated to perform,” he explains. Even good technical training is wasted if players do not want to play well.
Players appreciate it too. Thomas Dean, a lively teenage defender with Chilean-American roots, notes the psychological department’s focus on individual improvement. Teammate Eloi Tost, meanwhile, balances football with studies in aerospace engineering and hasn’t ruled out a future outside the sport. Espanyol supports both paths. “The possibility of players not studying is not even considered,” Garcia says. Staff check in about exams and school progress as matter-of-course; the club treats education as part of player development.
Espanyol also leans on the regional community. Garcia, as child advocate, argues that minors should remain close to their families: “As a child advocate, taking a minor thousands of kilometres from home cannot end well. Every Friday, they should be home with family.” The club’s family-first approach is presented as an alternative to La Masia, aiming to persuade top Catalan prospects to join Espanyol by offering a nurturing environment alongside rigorous training.
Back at the academy pitch, Bofill is clear: the club still demands resilience and the ability to handle stress. But Espanyol couples those expectations with constant psychological support—bench psychologists watching body language, specialists advising coaches and short, targeted interventions during matches. The goal is to help players cope with pressure, grow technically and personally, and give them the best chance to succeed—whether that leads to a professional career or another successful path.