Marcel Brands on the big upheaval that he did to Everton and why Marco Silva will have the time

According to Marcel Brands, Everton must regain a period of management stability with Marco Silva given the "time" necessary to ensure the success of Goodison.

But the football director explained why he had to make a complete overhaul of the club's monitoring system in order to make essential improvements.

Everton has had four permanent directors since the end of the eleven-year period from David Moyes to Goodison in 2013 and the director of football believes that this change of direction must stop.

Brands insists that the Blues have a long-term plan and do not intend to move away from it by hiring and firing managers.

However, the Dutchman knew that it was necessary to reorganize the scouting service earlier this season and, although he reduced the number of talent recruiters, he thought he had created a group of more motivated scouts, more involved in club transfer strategy.

Speaking today at the Football Innovation Summit in London, he was asked about his strategy for ensuring Goodison's success. He said: "Do not try to break everything and bring in all the newcomers.

"I think that one of the most important things about my job is not to be too emotional.

"I can not change the outcome of Sunday, I can only change the future and if you want a bright future, you can only do it step by step and have a decent plan.

"One of the most difficult tasks of my job is to find the right manager, it's one of the most important types of the club and, if you find it, give it the necessary time.

"Give him the opportunity to work and, if the manager integrates into the club, adapts to the culture, develop a plan and move forward step by step.

"Sometimes you have to change the plan a bit, but I'm not the guy – and I've never done it – that changes the whole direction of the club.

"If you see now in England, 14 coaches have been sacked and how many clubs are playing as differently or the results (improved) – to expect from Man United?

"It's an example of where things went wrong and where they made the right decision."

Ronald Koeman replaced Roberto Martinez sacked in the summer of 2016, before the Dutchman was eliminated 16 months later.

A failed attempt to land for Silva saw Sam Allardyce take over, but his reign lasted until the end of the season, by which time the Blues returned for the Portuguese coach.

"We've had a lot of changes over the last three or four years, but when the manager is sacked, the club will recruit new staff. This is not good for a club, "Brands said.

"You have to create a course for talented people. I worked for eight years at PSV and coach Phillip Cocu was very successful and came from the youth academy as a former player. The coach is now Mark Van Bommel, he started in the youth academy and has developed and it will not be a surprise to see Ruud van Nistelrooy the next coach after Mark van Bommel.

"I know it's not always possible, but the same can happen to badysts, performance managers and medical staff. Create a course for your talents within the Academy, not just the players but the staff, and never have 12 people come in from outside because all the knowledge is lost. "

Koeman, Allardyce and former football director Steve Walsh have all paid the price for their share in a £ 250 million transfer madness that has largely failed.

Brands, hired this summer to replace Walsh, was instructed to reduce Everton's payroll by £ 145 million while appealing to players offering good value.

And one of the key elements of his program was to reorganize the club's recruitment department.

"I started work on June 1st and so it was at the beginning of the transfer window, so that was my first goal," he explained.

"We had 38 players and the team was way too big and we had to unload some players. We also had to recruit new players in positions we thought we could improve.

"So, during the first few months, until the end of August, we focused on the transfer window. After that, I started to create other departments, starting with the screening department because it was very different from me.

"At PSV, I had a screening service and once a week, because all my scouts were based in Holland, then all over Europe and even in South America, we had a meeting.

"But I arrived in an environment where we had British and international scouts who were based in the country where they worked.

"It was different, so I reduced the group, made a group of leaders and I have more contacts with my scouts, they are more involved. I meet the group of leaders every week and the scouts work harder. They have greater demands on me, but they are involved in everything we do and it is very important.

"If you want to motivate your scouts, you have to involve them in everything we try to do.

"I'm pretty open in this area so I have to trust my people. If they disappoint me, we have a problem but until now I am very happy. "

Brands added: "This is not only effective."

"I see a lot of clubs where scouts bring their reports and they do not hear about them anymore, which is demotivating for a scout, so we try to make the decisions together.

"I am a team player.

"At the end of the day, I make decisions about the players with Marco, and then I lead the financial discussion to the board to see if we can do it and manage it.

"The scouts do a lot of work, they are really involved and what I hate is when the scouts do a lot of work but the club has a player that we have never seen but the manager knows or a agent – this will not happen. "