​Brighton & Hove Albion sit third in the Premier League, with one of the highest-scoring teams in Europe.To the uninitiated it might seem logical that the Seagulls must have spent big, investing in players ready for the first team. Yet Brighton are, along with Everton, one of only two clubs to record a profit in transfer spending over the past five years.It is a team full of young players, testament to the club’s data-led recruitment and development strategy.But how do they do it?”We have a really clear philosophy around how we can be competitive in arguably the most challenging league in the world,” Brighton sporting director Mike Cave told BBC Sport.But Brighton are more than just competitive. They went into the international break with a 3-0 home win over champions Arsenal. From identifying players, to providing pathways, integrating them into the team and then selling at the right time, it is a strategy which has worked, year after year.This is how the the club identify, attract and grow talent – and make them into first-team players.Data-led approach, but a character is crucialBrighton use analytics and data as their primary method of tracking and identifying players.Through club owner Tony Bloom’s Jamestown Analytics, the performance of pretty much any player – or coach – who is in a professional league can be monitored. “It helps us to identify talent from around the world in quite an efficient way,” Cave said. “That allows us then to move quite quickly in what is a really competitive transfer market.” Just how Brighton’s analytics set works is a closely guarded secret. But it does involve assessing a number of characteristics to identify signings who fit the club’s model.”There’s no single attribute or a single metric that we particularly go after,” Cave explained. “It’s more trying to assess a player’s performance and potential. “It’d be great to break it down into one or two things but we’re dealing with human beings playing a really complex game – sometimes in different parts of the world, in different leagues.”Over time, there is a constant re-evaluation. Success and failure help to refine how the data is interpreted. The Seagulls, along with Brentford and more recently Bournemouth, are widely considered to be the best operators in this sector.Many clubs have tried to copy it without achieving the same level of success.But it is not about data alone.”What’s as important is the information we try to gather around the player’s character, their background and their suitability for our environment,” added Cave, who has been at Brighton since 2022 and was promoted to sporting director in the summer. “Not every player would be right for Brighton and Brighton won’t be right for every player either. “We invest a good amount of time in trying to understand the individual, the person, the human being. Ultimately, this is a people industry.”That’s where the subjective and the non-football data really plays a huge part in our decision-making