Rebuilding the Swamp: My Strategic Approach to Restoring Florida Football to Glory

 

Photo Courtesy of the University of Florida Athletics

By Nate McCray

If I Were the Incoming Head Coach at Florida

If I were the newly hired head coach of the University of Florida football program, my first priority would be to rebuild the foundation of what has made Gator football one of the most iconic brands in college sports history. Florida has every ingredient, elite resources, passionate fan support, and access to world-class talent, yet the program’s recent inconsistency shows the need for a stronger internal structure.

My approach would be grounded in a 36-month strategic plan designed to stabilize, rebuild, and ultimately sustain championship-level success. This plan wouldn’t just focus on wins; it would focus on systems, recruiting, roster management, NIL integration, player development, and cultural alignment.  The goal would be to restore The Swamp to what it once was, a place defined by speed, toughness, and relentless competitive pride.

Year One: Stabilizing the Foundation

My first year would be about clarity and control. I’d begin with a complete audit of the program, every department, every process, every resource. I’d evaluate the facilities, training structure, analytics systems, and support staff to ensure that every aspect of the operation was championship-caliber.  The culture would start with defining Swamp DNA, grit, speed, discipline, and unity. Every player, coach, and staff member would know exactly what that means and how it shows up in their daily habits.

On the field, my philosophy would center on balance and precision. Offensively, Florida would operate a multiple-formation spread with power principles, attacking defenses through tempo, physicality, and controlled aggression. Defensively, the Gators would play fast and physical, emphasizing fundamentals, turnovers, and dominance at the line of scrimmage. Special teams would serve as a game-changing phase, not an afterthought, where effort and detail win hidden yardage.  The first 12 months would be about setting tone and structure. Before we can win big, we must operate big.

Building the Recruiting Engine

In today’s game, recruiting is the heartbeat of sustained success. I would treat recruiting as a year-round business operation, not a seasonal activity. With Florida’s $2.7-million annual recruiting budget, I would build a department that functions with the precision of a highly professional level scouting unit.

My model would combine three key lanes, high school, junior college, and transfer portal.  At the high school level, Florida must reclaim its own state. The Sunshine State consistently produces elite prospects, and I would make it a mission to dominate that landscape again, from Miami and Tampa to Jacksonville and Orlando.

The JUCO circuit would be leveraged for mature, game-ready athletes who fill immediate depth needs. Meanwhile, the transfer portal would be used strategically, not emotionally, targeting proven leaders who bring toughness, experience, and culture.

More importantly, I’d focus on fit over stars. Every player we recruit would be evaluated through three filters, football intelligence, physical potential, and cultural alignment. Florida football would recruit competitors, not celebrities.

Modernizing the NIL Strategy

I would fully embrace the power of Name, Image, and Likeness, but I would build it on sustainability, not chaos.  The Gator NIL Collective, operating at $15.8 million annually, would be positioned as a cornerstone of Florida’s brand strategy. Rather than engaging in bidding wars, the focus would be on creating long-term value for our athletes and business partners.

My approach would blend education with opportunity. Every player would participate in business literacy workshops, brand-development sessions, and mentorship programs with successful Florida alumni and entrepreneurs. NIL would become a platform for growth, not a distraction.  I would also tie NIL participation to accountability, rewarding leadership, academic standing, and community impact. Florida would become the national model for how NIL enhances both the player and the program.

Managing the Roster Like a Pro

Roster management would become one of the program’s greatest strengths.  I would implement a tiered roster system, categorizing every player as an immediate contributor, developmental talent, or red shirt candidate. This structure ensures transparency and helps players understand their role in the larger plan.

Weekly roster meetings would evaluate player progress, readiness, and retention risk. I’d work closely with the player personnel department to anticipate departures and build depth ahead of need.  By Year Two, I’d expect a fully competitive two-deep roster. By Year Three, the goal would be seamless succession, backups ready to perform at starter level, and developmental players positioned for breakout seasons.  This approach would protect Florida from the volatility of the transfer portal and create stability that most programs struggle to maintain.

Player Development as the Core Identity

Player development would be the centerpiece of my program. Winning Saturdays starts with what happens Monday through Friday.  If leading this program, I would establish individualized player development plans for every athlete, tracking performance through data analytics, position grading, and mental conditioning metrics. Florida would invest in sports science, motion analysis, and GPS tracking to ensure that every rep in practice translates to production on game day.

But development isn’t just physical, so I would prioritize leadership growth, time management, and emotional maturity. Every player would leave Florida as a better person than when they arrived, stronger, wiser, and prepared for life after football.  The long-term goal would be to make Florida synonymous with player growth, a program that consistently produces professionals on and off the field.

Year Two and Beyond: Building and Sustaining Excellence

By Year Two, my focus would shift toward scaling the systems put in place. Florida’s infrastructure would be upgraded, from analytics and recovery technology to player housing and recruiting facilities. Depth and consistency would define the roster, and the team would begin closing the gap between potential and performance.

By Year Three, the expectation would be simple, Florida football should be in contention for an SEC Championship. Recruiting classes would consistently rank inside the top five in the conference, and the program’s player-development pipeline would be recognized nationally.  At that point, the Gators would not just be “back”, they would be built to stay back. Sustainability would replace streaks, and Florida would reassert itself as a flagship power in college football.

What I Would Do Differently

Lastly, I would bring a leadership approach that combines structure with creativity. I would emphasize development over hype, accountability over entitlement, and consistency over chaos.  I would reestablish Florida football as a disciplined, detail-driven, and data-enhanced operation, one that respects its history but embraces the modern game. I would transform NIL from a recruiting pitch into an educational advantage, rebuild Florida’s in-state recruiting dominance, and cultivate a locker room that thrives on competition and brotherhood.  Every decision would align with one goal, sustained excellence. Because winning the right way isn’t just about the next season, it’s about the next decade.  If I were the next head coach at the University of Florida, that would be the vision. And that would be the standard.