Successful coaches get fired all the time.
Usually for losing. Not for winning.
Cricket Scotland just terminated Doug Watson after he guided their team to victories against full-member nations and won the ICC Men’s T20 World Cup Europe Qualifier. Watson had been in charge since March 2023. The reason for his firing? Budget constraints and performance review.
Watson left with Scotland sitting top of the ICC CWCL2 qualifying table.
The timing wasn’t coincidence.
Scotland faces no fixtures until March 2026. This 18-month gap gave Cricket Scotland cover to cut costs without immediate backlash. Watson living overseas made the decision easier – no travel costs, no accommodation expenses.
But the real trigger was their World Cup disaster. Scotland lost to Jersey on the final ball, ending their streak of four consecutive World Cup appearances. One match undid years of progress.
But the real story runs deeper than a single match or coaching decision.
The Numbers That Explain Everything
Cricket’s revenue distribution forces tough decisions for associate nations.
The 12 full ICC members receive 88.8% of distributed money, while 94 associate nations split just $67.1 million. That averages roughly $714,000 per associate nation compared to millions for full members.
India alone receives 38.5% of ICC revenue. All 94 associate nations combined get 11%.
Scotland’s entire annual budget probably equals what India spends on team hotels during one tour. Watson’s UK base meant flights to Scotland, hotel stays, rental cars – costs that add up when you’re counting every pound.
The Associate Nation Trap
This creates a vicious cycle for developing cricket nations.
Limited funding restricts coaching quality and player development. Weaker performance reduces future funding opportunities. The gap between full members and associates widens with each revenue distribution cycle.
Scotland’s situation shows this trap in action. Watson delivered results – tournament wins, upsets against full members, top of the qualifying table. But when accountants reviewed the books, performance metrics became secondary.
The irony stings. Watson’s departure statement: “I’m proud to leave with the team top of the ICC CWCL2 qualifying table, but I am now looking forward to spending more time with my family.”
Translation: fired while winning.
Cricket Scotland made the only choice available. Stay competitive and risk bankruptcy, or cut costs and hope for the best. They chose survival.
Smart business. Terrible cricket.
This exposes cricket’s rigged game. Associate nations juggle competitive dreams with financial nightmares while full members never worry about money. When budgets trump performance in coaching decisions, the development pathway is broken.
Watson’s firing shows the cruel math. Associate nations want to compete globally but must survive locally first.
The system works perfectly for those at the top. Full members stay rich and powerful while associates scramble for scraps, choosing between success today and existence tomorrow.
Scotland chose existence. Watson became cricket’s latest casualty of inequality.
Other associate nations are watching. The message is clear: financial survival matters more than competitive success. That’s not sustainable for cricket’s global growth.
Someone needs to fix the money before more coaches get fired for winning.