While United sit sixth in the Premier League, broadly in line with pre season expectations, senior figures increasingly felt the team was underperforming relative to the quality and cost of the squad. Internally, there was a belief that modest tactical adjustments could have produced better results, but Amorim consistently refused to compromise.
From the outset, Amorim was unwavering in his commitment to the 3-4-3 system that brought him success at Sporting. As criticism mounted, he became more entrenched, publicly insisting that changing shape would undermine his authority with players. His comments to the media, often frank and uncompromising, began to alarm club executives who felt sensitive issues were being aired too openly.
The turning point came in late December. After briefly switching to a back four in a narrow win over Newcastle, Amorim immediately reverted to a back three against Wolves. The decision, which involved moving in form players into unfamiliar roles, resulted in a disappointing draw against a struggling side and boos from supporters. Behind the scenes, it was viewed as evidence that Amorim was unwilling to adapt even when presented with clear signals from the club.
Technical director Jason Wilcox held private discussions with Amorim, urging greater flexibility and alignment with long term squad planning. Those conversations did not land well. Amorim saw them as interference, while the club considered them standard performance feedback. The same pattern followed after the Leeds draw, when Amorim again criticised circumstances publicly and insisted he would not resign.
That statement forced United's hand. By making clear he would not step aside, Amorim left the hierarchy with a binary choice. Back a coach whose tactics, man management and public messaging were increasingly questioned, or make a change.
Concerns had already been raised about his blunt handling of academy players and senior squad members, as well as decisions that appeared to devalue assets in the transfer market. Although players largely remained supportive, confidence among executives was eroding quickly.
On Monday morning at Carrington, Wilcox and chief executive Omar Berrada informed Amorim that he had been relieved of his duties. The conclusion was that the relationship had become untenable. Results alone did not cost Amorim his job. His refusal to adapt, resistance to internal guidance and increasingly confrontational tone ultimately did.
