Six years ago, a question was put to Jurgen Klopp that might, for some others, have prompted an uneasy response.

A muddled, confused haze of a transfer strategy at Liverpool was a key factor in the reason for his predecessor, Brendan Rodgers, getting the sack.

After spending around £115million in the summer window, owners Fenway Sports Group had decided the Rodgers reign had run its course.

The club's 'transfer committee' - as it was informally, and often disparagingly referred to in 2015 - saw their ideas clash with the more traditional ones of those close to Rodgers.

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And as a result of the squad's under-performance, it was the Northern Irishman who would pay the price, making way for Klopp in October 2015.

“It was a group decision; it was certainly not something where I would have the sole final say," Rodgers later said about transfer dealings and the fractious relationship between the coaching and recruitment departments at Anfield.

"It’s difficult because you want a player in but, if the player is not on the list, you’d have to take someone."

Asked about how he planned to work within that same recruitment framework, Klopp, despite being the new high-profile figurehead of a huge footballing institution, did not seek to challenge the existing structure or mark his territory in any way.

For him, as long as the last word was his, everything else in between was fair game.

He said: "For me it’s enough that I have the first and last word and in the middle we can discuss everything.

"I’m not a genius, I don’t know more than the rest of the world, I need other people to get me perfect information and when we get this we will sign a player or sell a player."

It was this lack of ego as well as his trust and faith in others' expertise that laid the groundwork for the success that has gradually followed in the years since.

Klopp's open mind upon his appointment helped re-pave the lanes of communication between those working underneath Michael Edwards, whose job title in 2015 was 'technical director' and those on the coaching staff alongside the manager.

And the willingness to lean on other people across all facets of the football club turned a team middling around the lower reaches of the Premier League to one that can go toe-to-toe with the financial behemoths for the biggest prizes in England, six years on.

As Klopp prepares to mark the sixth anniversary of his first game in charge this weekend, the club is unrecognisable from the one he took charge of for the first time on October 17, 2015.

"He is always looking ahead and looking around to see what can be improved and I think that goes for every department," says one senior source.

"If you look at the nutrition and how that has improved, he has obviously brought Mona in and his own fitness coaches in to get that side of things at the best level it can be.

"He did that with others, the analysts as well, so if he is not happy with some things he will let you know, so you know where you stand.

"We all expect to do well and be on the front foot and active. We're all ready to help and prepare the team as much as we can.

"The way we play, the way he wants the people to work is we have to be on the front foot all the time and think ahead and think about the next game.

"If he wants information on some things that we know about, that is what we try to give him. That is how we all work and that is what he expects from us.

"We all have to be the best we can be for the best club and the best manager, if you like."

Klopp was quick to tap into the existing knowledge at the club at the time as he kept on respected coaches Pep Lijnders and John Achterberg, while also establishing a key rapport with Edwards, whose reputation has soared as Liverpool's only sporting director to date.

Such has been Lijnders' rise that he now sits alongside Klopp's right-hand man of over two decades, Peter Krawietz, as the assistant manager of Liverpool, routinely taking charge of media duties for the League Cup in recent years.

Achterberg is described, affectionately, by Klopp as a "goalkeeping maniac" and his exhaustive pouring over the latest trends and developing players was instrumental in the signing of Alisson Becker in 2018.

The modern manager simply does not have the time to keep watch over all areas. A head coach, then, is only as good as the staff at his disposal.

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"One of his sayings is 'if you can't run back, you can't run forward' and that's what he says and what he tries to implement," Achterberg tells the ECHO.

"I think we still want to do more and win more, so that drive is still there after six years.

"We try to help the players do that and the boss is really good in the team talks in motivating the players and he finds the words to give them the motivation and the consistency in their performances to get the best out of them."

The well publicised deployment of a throw-in coach in Thomas Gronnemark was also another example of Klopp looking to gain any edge he could on the battlefield.

Klopp said of the Dane's appointment: "You cannot have enough specialists around.

"I must be the guy who makes the decision when to use the specialists, but you cannot have enough.

"We have fitness, medical department, conditioning, and now we have throw-ins. He has already made a difference."

The idea was scoffed at by some who are deeply rooted in the predisposed notions of how English football should be, but the use of a throw-in coach in Gronnemark proves the search for improvement leaves no stone un-turned.

Beyond the training pitches, though, there are others whose wide depth of information is routinely sought after for an advantage.

Back in 2018, Liverpool utilised the skills of the world-famous high-wave surfer, Sebastian Steudtner, during a pre-season tour of Evian in an effort to improve coping techniques for the stresses of a long and arduous season.

Liverpool's players were submerged in the pool at their French training camp and told to stay under for as long as possible, with some, like Mohamed Salah and Dejan Lovren, posting remarkable improvements under Steudtner's guidance.

"There must be a lot of pressure built up if you let it, but [not] if you're just 100 per cent focused on the task," Steudtner explained to Liverpoolfc.com last year.

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"It's the same underwater.

"If you're focused on [thinking] 'I want to breathe, I want to get my head out of the water, I'm uncomfortable' then you're going to panic right away and not be able to perform at all.

“But if you relax and focus [and think] 'OK, I'm here, it's good, I'm doing well and I can do this.’

"Then you add that competitive edge, 'OK, I know my time and I know that the body next to me did longer than me, I need to calm down even more and focus on being relaxed.'"

Mona Nemmer has helped revolutionise how Liverpool's players are nourished over the last five years and she told the ECHO of the freedom she is afforded by her manager as Head of Nutrition.

"I think having trust in the experts is a fantastic way to lead a team and a very unique way to lead a team," she said.

"Putting so much trust in experts means a lot. And I think it's a wonderful way to see how a team dynamic works.

"So everyone simply runs one part of the project or the cake or however you would like to describe it.

"I am very, very grateful to be allowed the freedom to provide the best for the players."

But while marginal gains are often looked for, there are others at the club who feel there are more sizable ones to be found.

That was a message the club's director of research, Ian Graham, was keen to get across during a recent speech at the 2021 StatsBomb conference at Stamford Bridge.

He said: "Recruitment is the most important aspect. We need a way of measuring impact. What is the impact of analytics?

"In sport, there's this concept of marginal gains and the idea is if you can find one per cent edge that makes you one per cent better.

"For some sports that works, but football is nowhere near enough of an optimized sport.

"There are huge gains to be made, so we don't have to look for just marginal gains.

"We should look for the biggest gains and where they can be made and try to do that."

Liverpool's ascent back up the ladder on Klopp's watch has been a triumph of the science, the analysis and the devotion to finding improvements and advantages at every turn.

Finance, of course, has more than played its part, but the Reds have rarely, if ever, been able to outmuscle their rivals at the top end of the game with the might of FSG's chequebook alone.

At the club's core, it is driven by academics, educators and experts who thrive in the shade of their manager's megawatt public persona.

Yes, his affable and charismatic personality that draws the media's flash hides the studious and analytical mind of the German as a tactician, but the club's current standing was not solely rebuilt on the man from the Black Forest, alone.

Klopp, just like he did in 2015, will be the first to admit that.

And that is where his true genius can be found as an elite manager.