Three openings, one club
Choose a season or a city. The points chart follows Como match by match; the map pins each venue in the opening five.
Running total after each match
All lines use the same five-match scale.
A small map of the early road
Schematic venue positions; select a marker for results.
Home vs Parma 2–1 · W
More seats filled at the lake
Independent database season averages.
Average league attendance: 6,012 in 2023/24, 10,747 in 2024/25, and 11,451 in 2025/26.
2026/27 is not shown as a season average: only one home league fixture had been played at this snapshot.
| Season | Points | W–D–L | Goals | Goal difference |
|---|---|---|---|---|
| 2024/25 | 5 | 1–2–2 | 6–9 | −3 |
| 2025/26 | 8 | 2–2–1 | 6–4 | +2 |
| 2026/27 | 10 | 3–1–1 | 9–6 | +3 |
Switches and pins change the view; the data remain limited to the first five league games in each season. Cup and European matches are excluded.
What happened
Como are on 10 points after five Serie A matches in 2026/27: three wins, one draw and one defeat, with nine goals scored and six conceded. At the same point in 2025/26, they had eight points, six scored and four conceded. Two years ago, in their first top-flight season after promotion, they had five points, six scored and nine conceded. That is a useful trajectory: 5, 8, 10 points at the same checkpoint. The current total is 25 percent above last season’s and 100 percent above 2024/25, but those percentages start from a five-match sample and are not a forecast.
The current run also has a detail worth keeping in view. Four of the first five were away from home, and the latest was a 2–0 loss at Frosinone. The points total is the best of these three openings; the goals-against line is worse than last season’s. Both belong on the same scorecard.
The gap in the calendar is real too. FIFA’s 21 September–6 October international window is the first combined September–October break, and Lega Serie A scheduled no league matches on 27 September or 4 October. Como’s next league fixture is Roma on 11 October. We have the pause because the calendar says so, not because the story has run out.
The numbers, with the caveats left on
The interactive chart and match map below let you switch between the opening sequences. The 2024/25 line starts 0–1–1–2–5; 2025/26 runs 3–3–4–7–8; this season reads 1–4–7–10–10. Opponents and home-away patterns differ, so this does not adjust for schedule strength. Five matches are too few to declare a new level. The comparison is simply where Como were after the same number of league games.
The most recent completed season gives a larger, sturdier signal: Como finished fourth with 71 points in 2025/26, after finishing tenth with 49 in 2024/25. That is a 22-point rise and a six-place climb. It says the team made a major step. It does not tell us whether the next one will be upward.
The Sinigaglia and the digital crowd
Using one attendance database consistently, Como’s Serie A home average rose from 10,747 in 2024/25 to 11,451 in 2025/26, an increase of about 6.6 percent. The same source recorded 6,012 in the final Serie B season before promotion. These are reported turnstile-style attendance figures from an independent database, not a club-audited measure of unique supporters. Other databases publish different season averages, so the trend is more useful than pretending every count is interchangeable.
HypeAuditor’s third-party snapshot put the club’s Instagram account, @comofootball, at 2,447,865 followers on 25 September 2026, up 6.8 percent from its 27 August reading. That is global digital reach, not a headcount of Como supporters, ticket buyers or people who watch each match. There is no comparable, independently verified three-season series here, so we should resist turning one impressive snapshot into a claim about how many fans the club has gained.
A decision system, not a magic budget
In his July Business of Sport conversation, president Mirwan Suwarso described a committee-led approach: “Every decision is best made together.” He also framed the club’s commercial ambition in a line that can sound provocative until you connect it to Como’s small stadium and globally recognized location: “Maybe we shouldn’t be a football club. Maybe we should be a sports tourism destination.” Those are the president’s words, not audited financial results.
The useful football detail is the process he described around Cesc Fàbregas. Suwarso said the coach shares a written game plan with the board before a match and later reports back on what happened against the original expectation, alongside the club’s own data review. That is a more disciplined way for leaders to judge a performance than reacting only to the score or whether one forward scored. It also gives the club a common language for discussing a difficult result.
If you were reaching for a strategist, John Boyd is a better fit here than Thomas Jefferson: the retired U.S. Air Force colonel developed the OODA loop—observe, orient, decide, act. Applied carefully, the football version is familiar: gather match and player information; interpret it with tactical context; choose a plan or recruitment move; test it on the pitch. The loop only helps if people can challenge the first reading and update the plan. A committee or a dashboard on its own does not make good decisions.
Does organization change the dressing-room mood?
I understand what you mean about Suwarso’s public tone: he often sounds calm and deliberate. But a president’s composure is not a measurement of the squad’s confidence, trust or mental health. We do not have Como’s player surveys, private conversations or staff assessments, so we should not claim that the organization has made the dressing room mentally stronger.
There is a reasonable, narrower theory. Research on professional football teams connects leadership, role clarity, group processes and collective efficacy—the shared belief that a group can execute a task. A systematic review also warns that the measures used for collective efficacy in football have limitations. Clear roles and a shared plan can give players something concrete to trust, especially after a setback; they cannot guarantee results or reveal the state of this particular squad.
The Como view
The encouraging picture is not simply “more money, more points.” It is a club that has moved from 49 to 71 points across its first two Serie A seasons, lifted its home average by roughly seven percent between those seasons, and opened this campaign with 10 points from five. The caution is right there too: six goals conceded already, an international break long enough to interrupt rhythm, and no comparable, verified financial statement in this snapshot to test claims about sustainability.
Sempre Como Editorial Desk
A good organization gives a coach room to explain what he wants, gives football staff evidence to question it, and lets players understand their part in it. That can support confidence. The proof will be whether Como keep adapting when the first plan fails—not whether the president gives a reassuring interview or the first chart looks good.
Bottom line
Three snapshots are enough to show that Como have climbed quickly. They are not enough to tell us what the club’s accounts look like, how every supporter feels, or what is happening inside the dressing room. So let’s keep the report card human-sized: results, real crowds, clearly labeled digital reach, and a theory about how better decisions may help the team. Then we check again after the next five league games.