Hit & Miss: The WNBA Pay Dispute

While the USA Men’s basketball team has had an unfair advantage when it comes to the Olympic Games, the women’s team had more modest origins. In this Member Insights piece, David Alexander, the founder and MD of Calacus PR elaborates.

The NBA and USA Basketball came together in 1996 to support a female version of the Men’s ‘Dream Team’ for the 1996 Olympic Games in Atlanta – with the women winning gold, a title they have retains at every summer Games since.

The National Basketball Association backed a women’s league (WNBA) which started in 1997 with eight teams in established basketball cities. The NBA still owns 60% of the WNBA.

As recently as last year, NBA Commissioner Adam Silver underlined the importance of collaboration between the two leagues and of integration.

Seeing off challenger the American Basketball League (ABL), it expanded to 12 teams and then 16, with players signing a collective bargaining agreement and growing to the point where the 2024 season enjoyed record viewing figures of 54 million, sellout arenas and fan voting for the All-Star Game rocketing by 538% compared to the previous year.

There have been conflicting reports about the health of the WNBA and its teams, with some reports suggesting that losses will amount to $40 in 2024 while the increase in value of a team such as The New York Liberty, who were sold in 2019 for $10m-$14m and are now valued at around $450m suggests that finances are healthier than they have been portrayed.

As the LA Times suggested last year: “Women’s basketball has never seen anything like Caitlin Clark, the sweet-shooting rookie guard for the WNBA’s Indiana Fever. She’s Taylor Swift with a jump shot, Mia Hamm in a singlet; a figure so transcendent she is changing her profession.”

It speaks volumes that more than 3 million people tuned in to ESPN just to watch her get drafted and she signed the most lucrative sponsorship deal in women’s basketball history, a $28-million agreement that includes a signature shoe. 

Not everyone is so lucky. WNBA star Angel Reese has even claimed she could not afford her $96,000 annual rent on her $72,000 salary, with her other sponsorships and earnings from other competitions needed to support her outgoings.

A new $2.2 billion media deal seemed on the surface to signal all the progress being made, raising their annual rights income from $60 million to $200 million.

But WNBA players’ union executive director Terri Jackson suggested that the deal undervalued the WNBA, especially with the NBA media rights reportedly worth a total of $76 billion with Disney, NBC and Amazon Prime Video.

She said: “We have wondered for months how the NBA would value the WNBA in its media rights deal. With a reportedly $75 billion deal on the table, the league is in control of its own destiny. More precisely, the NBA controls the destiny of the WNBA.

“We look forward to learning how the NBA arrived at a $200 million valuation – if initial reports are accurate or even close. Neither the NBA nor the WNBA can deny that in the last few years, we have seen unprecedented growth across all metrics, the players continue to demonstrate their commitment to building the brand, and that the fans keep showing up. There is no excuse to undervalue the WNBA again.”

Salaries have always been an issue in the WNBA. 

The top base salary in 2024 was $242,000 with Clark earning just over $75,500 in her first year as a pro.

Without salary caps, overseas teams can offer bigger packages to female players, who supplement their income in the off-season – even though we saw Brittany Griner imprisoned in Russia in 2022 after a drugs charge. LINK

When the WNBA’s Commissioner’s Cup was introduced five years ago, the league branded it as another opportunity to put money in players’ pockets, with $500,000 in prize money split among the winning squad’s players. 

But Clark said after the game that the event highlighted pay issues in the women’s game.

“You get more (money) for this than you do if you’re the (WNBA Finals) champion. It makes no sense. Someone tell (WNBA commissioner) Cathy (Engelbert) to help us out.” She jokingly referred to the competition as the “Cathy Cup.

When the WNBPA, the players’ union, was presented with a new collective bargaining agreement (CBA) at the start of July, it was rejected out of hand.

Phoenix Mercury’s Satou Sabally, a WNBPA player representative, suggested that the WNBA’s initial proposal was a “slap in the face,” especially with new expansion teams taking the league to a record 18 franchises.

According to MarketWatch, players receive only 9.3% of league revenue, including TV deals, tickets and merchandise sales, compared to 50% for men in the NBA.

There are suggestions that comparing the pay structure between the men’s and women’s leagues isn’t reasonable, given that the NBA has a six-month regular season and brings in billions of dollars in corporate sponsorships, while the WNBA is in its 29th season and plays four months of the year with significantly lower revenue.

One major sticking point in negotiations related to the league wanting a fixed percentage payment while players want “a better share where our salaries grow with the business, and not just a fixed percentage over time,” according to Nneka Ogwumike, president of the WNBPA and Seattle Storm forward.

“It’s been made clear that there’s this perception that the players don’t understand the business,” Ogwumike said. “Cathy has told me that to my face. I communicated that to the players and I said, ‘Let’s demonstrate that we do understand the business, especially as we’re going back and forth in negotiations.” 

To her credit, Engelbert says she wants the same things players want: a “transformational deal,” but her messaging hasn’t always matched the players’ urgency.

“I want a lot of the same things the players want,” she said ahead of the All-Star game. “I’m still really optimistic that we’ll get something done that will be transformational and next year at All-Star we’ll be talking about how great everything is. Obviously, there’s a lot of hard work to be done on both sides to get there.”

She might have been shocked when, at the All-Star game in mid-July, players warmed up in shirts reading: “Pay us what you owe us.”

Each and every one of the 22 All-Stars agreed with the idea, as chants of “Pay them!” echoed from fans throughout the Gainbridge Fieldhouse arena.

The All-Stars unanimously donned those shirts during pregame warmups in front of a sellout crowd of nearly 17,000 and millions more viewers watching from home on ABC, with the protest sending shockwaves through the sporting world and underlining the collective power athletes have to take a stand.

Some players, including All-Stars Collier and Angel Reese, say they may stage a walkout if a new CBA is not reached by October.

“The players are what is building this brand,” said Collier, All-Star game MVP and WNBPA vice president. “We feel like we’re owed a piece of that pie that we helped create.”

Sports economist David Berri estimates that the WNBA could pull in $500 million in revenue by 2026 and said: “Clearly, if the league is going to treat WNBA players like they do the NBA players, there has to be a substantial increase in pay.

Harvard economics professor and 2023 Nobel Prize winner Claudia Goldin has been advising the WNBPA in collective bargaining and recently wrote an essay in the New York Times entitled “How Underpaid Are WNBA Players? It’s Embarrassing.”

After examining TV ratings, attendance data and other metrics, Goldin estimated that the average WNBA salary should be “roughly one-quarter to one-third of the average NBA salary to achieve pay equity.” 

In light of the huge pay disparity, she added: “How could that be? The most likely explanation is that the WNBA is not receiving the full value it contributes to the combined NBA and WNBA enterprise revenue.”

Even former US Vice President Hillary Clinton got involved, saying on Instagram: “Everyone watches women’s sports — and the players should be paid what they’re owed. I stand with @theWNBPA and everyone else fighting for equal pay.” 

The post secured more than 17,000 likes, reflects underlining growing public attention and concern over the financial inequities facing female athletes.

The WNBA and its players are less than four months away from the expiration date of their current collective bargaining agreement, and the two sides remain at odds.

That disconnect is dangerous. This isn’t just about spreadsheets and salary caps – it’s about trust.

A failure to agree to better terms could see more players moving overseas amidst a backdrop of resentment and frustration that could throw the future of WNBA seasons in doubt.

It would leave Engelbert leaving a legacy of a player strike, instead of being recognised for her work presiding over the most significant growth in women’s basketball history.

For communications support and information, please contact Calacus via info@calacus.com

LA28 Makes History with First-Ever Venue Naming Rights at Olympic & Paralympic Games

For the first time in the history of the Olympic and Paralympic Games, LA28 has created the opportunity to implement naming rights at competition venues. This landmark change will apply to featured venues for the 2028 Olympic and Paralympic Games in Los Angeles and supports the largest commercial revenue raise in sports.

In celebration of this moment, LA28 welcomes Comcast Squash Center at Universal Studios and Honda Center as the first named venues for the LA28 Games.

“From the moment we submitted our bid, LA28 committed to reimagining what’s possible for the Games,” said LA28 Chairperson and President, Casey Wasserman. “Today’s historic announcement delivers on that promise, creating the first-ever venue naming rights program in Olympic and Paralympic history while advancing LA28’s mission of a fully privately funded and no-new-build Games. These groundbreaking partnerships with Comcast and Honda, along with additional partners to come, will not only generate critical revenue for LA28 but will introduce a new commercial model to benefit the entire Movement. We’re grateful to the IOC for making this transformation possible.”

Today’s announcement unlocks an additional revenue stream for LA28 and the U.S. Olympic and Paralympic Properties (USOPP), the commercial joint venture between LA28 and the U.S. Olympic & Paralympic Committee (USOPC). Under the new pilot program, qualifying LA28 partners will have the opportunity to keep existing venue naming rights during Games time, as well as secure additional marketing assets to significantly bolster their activation efforts. Also, the opportunity for naming rights of up to 19 temporary venues will become available to Worldwide Olympic & Paralympic Games partners and LA28 partners. Outside of naming rights partners, standard clean venue Games policies will still apply.

This Games first was made possible in partnership with the International Olympic Committee, with the first opportunities to purchase eligible rights being made available to existing partners of The Olympic Partner (TOP) program.

Comcast Squash Center at Universal Studios will host Squash’s Olympic Games debut at one of Hollywood’s most iconic working studio lots – Courthouse Square – an instantly recognizable backlot for film fans around the world. As previously announced, Peacock Theater will host Boxing – Final Stages and Weightlifting during the Olympic Games and Goalball during the Paralympic Games. 

“The Olympic Games Paris 2024 reminded us that the power of sport can inspire the world. We’re honored to work with LA28 to help bring the most spectacular summer Olympic and Paralympic Games to the U.S. for the first time in more than 30 years,” said Jennifer Khoury, Chief Communications Officer, Comcast Corporation. “From hosting Squash’s Olympic Games debut to bringing LA28 to U.S. audiences on NBC and Peacock, and serving as a founding partner of the 2028 Organizing Committee and proud sponsor of Team USA, we’re coming together across our entire company to support this historic moment.”

As the first-ever arena to retain its name during the Olympic Games, Honda Center in Anaheim, California will offer its top-tier amenities and prime spectator seating to host an unforgettable competition and fan experience for Olympic Volleyball.

“As a Founding Partner of LA28, Honda is immensely proud that a world-class sports and entertainment venue like Honda Center will step onto the international stage to power Olympic dreams at the highest level,” said Ed Beadle, Vice President of Digital Services & Marketing, American Honda Motor Co., Inc. “We have partnered with Honda Center for nearly two decades and we’re excited that it will help showcase Southern California during the Olympic and Paralympic Games.”

Ebury named as Official Fintech Partner of  Southampton Football Club for the second  season  

Ebury, one of the world’s leading fintechs has extended its partnership with the EFL Championship team Southampton Football Club for the 2025/26 season, continuing as the club’s Official Fintech Partner.


Building on the successful relationship established in October 2024, the renewed agreement will see Ebury continue to provide its market-leading expertise in global financial operations to support the club’s growth ambitions.


As part of the partnership, Southampton will have ongoing access to Ebury’s online payments platform, currency exchange solutions and money transfer services. Ebury’s branding will also continue to feature prominently around St Mary’s Stadium, including on LED and big screen displays during matchdays.
This renewal further strengthens Ebury’s growing global sports portfolio, which includes partnerships with football clubs such as Aston Villa, Rangers and PSV Eindhoven.


Through its dedicated sports business unit, Ebury demonstrates its expertise by providing tailored solutions to manage cross-border payments, FX risk, sponsorship transactions, global merchandising, player trading and significant capital expenditure for sports clubs, agents, and athletes.


Ebury operates from more than 40 offices in over 29 markets, employing 1,800 people. Its comprehensive range of services includes international payments and collections, FX risk management and business lending – helping global sports organisations trade and expand internationally with confidence.

Peter Brooks, Global Head of Sports at Ebury, said: “We’re thrilled to extend our role as Official Fintech Partner of Southampton Football Club in the upcoming second and third seasons and look forward to their ongoing success in the championship. In today’s football industry, clubs like Southampton require fast, secure and globally connected financial solutions – exactly the kind of support Ebury specialises in delivering. Our experience working with leading sports organisations around the world means we’re uniquely placed to anticipate their evolving needs and help the club navigate the complexities of international trade and seize new opportunities.”


Dave Driver, Finance Director at Southampton FC, added: “Ebury has been a fantastic partner to work with, providing a high level of expertise to support our finance operations. Together, we’re excited to keep building on the strong foundation we’ve created.”

EA SPORTS and NHL announce NHL EDGE Partnership and ICE-Q 2.0 Integration

Electronic Arts Inc. has announced a groundbreaking new partnership with the National Hockey League to integrate official NHL EDGE data directly into EA SPORTS™ NHL® 26, marking a new era for authenticity in sports gaming and entertainment. This collaboration brings the same advanced analytics used by NHL teams into the hands of players and fans, powering the all-new ICE-Q 2.0 gameplay system for the most realistic hockey gameplay ever.

For the first time in franchise history, real-world Puck and Player Tracking data – captured by infrared technology and arena cameras across all 32 NHL rinks – is seamlessly woven into the fabric of NHL 26. The NHL EDGE system tracks millions of data points, from skating acceleration and top speed to shot power, shot location and save types, all of which now inform on-ice behavior in NHL 26. ICE Q 2.0 powered by NHL EDGE ensures the in-game action mirrors the intensity and individuality of the NHL’s best. 

With  ICE-Q 2.0 players will notice significant differentiation between superstar athletes. Real NHL data directly influences player attributes and personal tendencies like skating speed, shot power, signature playstyles, and even goalie reactions, elevating the experience with authentic intensity and strategic depth. This unique integration allows every player to live their NHL dream – moving, thinking, and playing just like their favorite athletes.

“The energy from the NHL is electric, with its diehard fans and the talent and physicality of the athletes. It’s our job to translate that energy from the ice to the screen and make it as realistic as possible,” said Cam Weber, President, EA SPORTS. “By harnessing the very same data points the NHL uses to inform all sorts of game-time strategies, EA SPORTS is doubling down on innovations and partnerships to make the most true-to-life reflection of hockey possible.”

“The partnership with EA SPORTS and NHL EDGE is about more than just numbers, it’s about bringing the soul of our game to life for a new generation,” said Brian Jennings, NHL Chief Branding Officer and Senior Executive Vice President. “We’ve spent years developing our best-in-class Puck and Player Tracking system to help grow the game and create new fan experiences. By placing league-grade analytics in the hands of every fan, we’re deepening the connection between the real NHL and Chel, and setting a new standard for sports gaming immersion.”

The Role of Data in Sports Marketing (And How to Use It Effectively)

This article covers the role of data in sports marketing, highlighting how a strong data strategy enables deeper fan understanding, personalised content, smarter decisions, and sustained growth in engagement and revenue.

Why Are Many Sports Marketing Strategies Ineffective?

Many sports marketing strategies fall short because they rely heavily on assumptions. This often leads to poorly targeted content, limited visibility on performance, and missed opportunities to show value to sponsors.

Data is the key to solving these challenges. It enables a deeper understanding of audience behaviours, leads to personalised communication, and increases ROI.

In this InCrowd article, we’ll explain the role of data in modern sports marketing and how a strong data strategy can transform the way you connect with fans.

But first…

Why listen to us?

At InCrowd, we help sports organisations build clear data strategies and implement the right technology to personalise fan experiences, grow their marketable database, and drive revenue. With proven success across major rights holders like Crystal Palace FC, Premiership Rugby, and UEFA, we have clear insight into what drives successful data-driven sports marketing.

What is the role of data in sports marketing?

Data plays a central role in shaping effective sports marketing strategies. It helps marketers:

  • Understand fans beyond basic demographics by analysing behavioural patterns.
  • Deliver targeted messaging that drives stronger campaign performance across all channels.
  • Improve decision-making with insights that reveal what resonates and what doesn’t.

Data also supports long-term planning. By tracking trends and campaign results over time, you can:

  • Make informed decisions on where to invest resources.
  • Prioritise the right platforms for maximum fan engagement.
  • Adapt strategies as fan expectations evolve.

How to use data effectively in sports marketing

1. Build the right infrastructure

To use data effectively, you must start with a strong digital foundation. This means selecting the right tools to collect, store, and manage data from sources like ticketing, retail, social media, email, mobile apps, and in-stadium activity.

At InCrowd, we do this by setting up data capture systems across major touchpoints. For SA20 Cricket, this meant implementing Cortex Promo Blocks across their website to power fan polls and competitions and capture fan data.

Effective data use starts with your technology stack:

  • CRM: The central hub for fan profiles and interactions
  • Website and App: Capture behavioural data and enable engagement
  • Email Platform: Deliver personalised communications
  • Ticketing & Transactions: Link purchase data to individual fan profiles

It’s also important to invest in secure, scalable digital platforms that prevent data fragmentation and comply with UK GDPR. With the right infrastructure in place, personalisation, segmentation, and long-term growth are possible.

2. Design smart, automated campaigns

Once the right infrastructure is in place, the next step is to use that data to power intelligent, automated marketing. This helps you deliver timely, relevant messages based on real fan behaviour.

With high-quality data, you can design campaigns that:

  1. Segment audiences by behaviour, preference, or lifecycle stage
  2. Trigger automated messages at key moments, such as welcome emails, birthday offers, or abandoned cart reminders
  3. Use dynamic creatives tailored to each fan’s interests
  4. Balance frequency and timing to avoid fatigue and message overload

Automation allows you to scale one-on-one communication without increasing manual effort. Whether it’s a welcome email after first app download, a targeted offer following a match attendance, or a reminder for a lapsed purchaser, automated workflows ensure the right message reaches the right fan at the right time.

3. Use data to personalise the fan experience

A personalised approach ensures that fans receive the right content, at the right time, through the right channel. This makes their experience smoother and more enjoyable.

We worked with Crystal Palace FC to bring this to life by launching exclusive video content within their app, supported by an integrated data warehouse to track fan behaviour. These insights were then used to deliver personalised marketing based on each fan’s interests and actions.

Here’s how data can power personalisation:

  1. Recommend content based on viewing habits: Show fans highlights, interviews, or features similar to what they’ve previously watched
  2. Promote merchandise tied to fan interests: Use purchase history or favourite teams to guide product suggestions
  3. Send location-specific updates: Notify fans about local events, ticket availability, or regional offers
  4. Mark personal milestones: Use fan data to automate messages for birthdays, anniversaries, or renewals
  5. Adjust message frequency: Increase or reduce how often fans are contacted, based on how often they engage

Personalisation works best when it’s consistent and based on accurate data. The more relevant your communication, the more likely fans are to stay engaged and respond positively over time.

4. Measure, learn, and optimise

Rather than relying on assumptions, data allows sports marketers to understand what’s working, what’s not, and why. The key is to define meaningful KPIs and track them consistently.

Focus on metrics that reflect both engagement and business impact, such as:

  1. Open and click-through rates: Assess the effectiveness of email and push campaigns
  2. Conversion rates: Measure how well campaigns drive actions like ticket purchases or merchandise sales
  3. Fan lifetime value (LTV): Understand long-term ROI and retention performance
  4. Channel performance: Identify which platforms deliver the best results for different audiences
  5. Content engagement: Track views, shares, and dwell time to refine creative strategy

Once the data is in, use it. Build regular reporting into your workflow, share insights across teams, and run different tests to validate changes.

5. Continuously refine your strategy

To get the best results, regularly analyse performance, test new ideas, and adjust your campaigns based on what the data shows. Small adjustments made consistently can lead to significant long-term gains.

Key ways to keep refining your strategy include:

  1. Run A/B tests: Try different subject lines, images, or calls to action to see what drives better results
  2. Track fan trends over time: Identify shifts in behaviour, content preferences, or purchase patterns
  3. Compare channel performance: Understand which platforms perform best for different audience segments
  4. Update segmentation rules: Adjust how you group fans based on new insights or changes in behaviour
  5. Review and revise goals: Make sure your KPIs still align with business priorities and campaign focus

Continuous refinement ensures that your strategies are driven by what actually works, not what used to.

Turn sports data into actionable growth with InCrowd

A structured, data-driven approach enables you to understand your audience better and create personalised experiences that drive measurable results. However, the key is not just collecting data; it’s knowing how to use it.

At InCrowd, we help leading sports organisations build the infrastructure and strategies they need to capture and use data effectively. From content delivery to CRM and fan platforms, we’ve supported Crystal Palace FC, SA20, and others to build connected, data-driven ecosystems.

Fan Engagement Index 24/25 underlines importance of supporter collaboration as new Football Regulator nears

Football clubs need to put more resources in to fan engagement in the new era of the Independent Football Regulator – according to Kevin Rye, creator of the seventh Fan Engagement Index which has been launched recently.

While Fan Advisory Boards are now a mandatory part of the infrastructure at Premier League clubs, more needs to be done to ensure fan voices are listened to and that clubs are held accountable.

Only three Premier League clubs make the Fan Engagement Index top 20, with Everton, Brighton and Brentford recognised for their commitment to involving fans. Manchester United earned a Merit award, finishing 22nd.

Kevin Rye said: “Now more than ever, clubs across the football pyramid need to do more to engage with their most important stakeholders – the fans – to ensure that there is an understanding and adherence to their strategy, their culture and their mission.

“We have seen that English football is now a global phenomenon right the way down to the National League and the clubs that do well invest in engagement with consistent commitment from staff, owners and fans across the country to make it work.

“The Fan Engagement Index has already massively impacted the activities and increasingly, the culture of football in this area, but there is still so much more to do. It is not longer a ‘nice to have’ and we’ve already worked with a number of clubs who are keen to improve in this vital area.”

Now in its seventh year, the Fan Engagement Index provides the only objective measurement of fan engagement in English men’s football, benchmarked against other clubs, recognising and rewarding clubs that practise good fan engagement, and helping them to identify where they could improve. From this year it now covers the National League Premier Division.

Exeter City lead the way with their seventh first-placed finish, with Carlisle United and Lincoln City joining them in winning a Gold award. Silver awards go to AFC Wimbledon, Norwich City, Cambridge United, Doncaster Rovers and Swansea City while Bronze awards go to a dozen clubs.

Everton were recognised for their outstanding progress in engagement which sets them apart from most of their rivals against a backdrop of new owners and the move to the Hill Dickinson Stadium from their beloved Goodison Park.

Everton Chief Executive Angus Kinnear said: “A club is strongest when it listens, involves and evolves alongside its supporters. From helping shape the matchday experience to major moments like planning for and moving into our new stadium, our fans have contributed and participated, both through our regular meetings with formal fan representative groups, and through the feedback we gather from across our fanbase via regular surveys.

“Actively engaging with supporters will remain at the heart of our ethos as we move forward at Hill Dickinson Stadium, our new home which has been shaped by our fans to reflect
their passion, pride and place at the centre of our Club’s story.”

Swansea City were the highest-placed Championship club and amongst other things have, since 2003, had a position of Supporter-Director that helps to underpin much of their approach to operating the club. The work of their fan engagement team also successfully ensures that they listen across the club, so that fans across the board are involved in helping to shape how the club acts and what it offers.

Tom Gorringe, Swansea City CEO, said: “At Swansea City we believe fan engagement is about building tangible connections with supporters in an authentic way. Community engagement and togetherness is a key part of our club’s DNA and the Fan Engagement Index digs much deeper giving insight into how we engage supporters on strategic level.

“The Fan Engagement Index also marks us on what is visible to supporters acting as a valuable sounding board on where we can be more transparent and make improvements that benefit supporters. The work Kevin does in compiling the Fan Engagement Index, is admirable, creating a valuable resource for us and clubs up and down the country to see how we fair in all of the areas that matter the most to supporters.”

Norwich City are another club who have consistently ensured the voice of supporters is placed at the heart of what they do, through a supporter advisory board, work with the Canaries Supporters Trust, and active and daily work with fans.

Elliot King, Norwich City’s Head of Supporter Engagement & Public Affairs, commented: “We are delighted to have been recognised again in Think Fan Engagement’s Fan Engagement Index. While there have been heightened conversations at a national level around fan engagement – particularly with the introduction of the new Regulator – this is not something new for us and is something we have been doing for a number of years.

“For us, fan engagement isn’t about ticking boxes, it is about sound and transparent structures. It is also about consistency and creating a culture of openness with our supporters on the issues that matter most to them, which in turn makes for better decision making for the club, its fans and the wider community.”

This year, Lane Clark & Peacock (LCP) supported Think Fan Engagement by analysing overall trends over the past seven years, and also looking in particular at clubs which have excelled throughout or upped their game significantly over the period.

David Millar, Head of Fan Engagement at LCP, said: “Interestingly, a high or improving score doesn’t appear to correlate with spending power. We believe that the most significant correlation will be with engagement by the Board.

“Clubs who make open and honest communication with fans a strategic boardroom priority tend to do far better when it comes to Fan Engagement, demonstrating that doing the right thing by your fans is achievable if considered important. We look forward to seeing the fan engagement and consultation provisions in the Football Governance Act bring this into still greater focus across all of these clubs.”

For the first time, the National League top division has been included, and Southend United, who missed out in the play-off final at the end of last season, have been recognised for the great work that they have done over the past year.

94%: The Link Between Women in Sport… and Business Success

While the increase in spectators, sponsorship and success in women’s sport is more self-evident, what is not so obvious is the positive effect playing sport has on women in business. David Granger spoke to the hosts of a new podcast examining that link between women’s sport and business…

The Euros football final in July was another sign women’s sport is gaining momentum, building a sustainable model.

The commercial value of women’s sport is growing while participation and sponsorship is similarly on the up. But, while the business of women’s sport is growing, the impact of sportswomen in business also has an impact – all the way to the boardroom.

Research from EY shows 94% of women in C-suite roles played sport growing up. Ninety-four percent.

That stat inspired former international hockey and cricket player Nikki Symmons and actor and producer Rachel Shelley to launch the 94% podcast — an exploration of how early participation in sport builds resilience, leadership and skills which translate off the field of play.

The pair met when Shelley interviewed Symmons for Diva Magazine and later invited her to a Pride event in Switzerland… and their conversation turned into this joint project. 

One statistic kept coming back to them: that 94%.

For Symmons, the figure resonated — she completed the EY Women Athletes Business Network (WABN) program as part of her own post-athlete career path. They – rightly – believed the number would spark a wider conversation. 

“We knew this wasn’t just a corporate story,” says Symmons. “It applies in entertainment, media, politics — any field where women succeed.”

The podcast launched with a clear audience: women of all ages, but also parents, to highlight the importance of encouraging girls to play sport. The first episode featured actor Jennifer Beals.

The guest list now includes women from sport, business, and entertainment — all exploring how skills like resilience, determination, and teamwork shaped their journeys. Dream guests? Well, if Michelle Obama, Emma Watson, Pink, and Ilona Maher are reading this, women who have credited sport with helping shape who they are, then the pair would like them to get in touch.

The link between sport and leadership is pretty clear: discipline, communication, and teamwork are valued in professional settings. Federations, leagues, and clubs are increasingly reframing women’s sport from “cost centre” to “growth opportunity,” driven by rising audiences and the push for diversity and inclusion.

But momentum is not guaranteed.

The Euro final demonstrated the appetite for women’s sport, but sustaining that success will take more than packed stadiums. Participation among girls is falling in some sports, including basketball in the U.S. and high school programs have been cancelled due to low numbers while – sadly – dropout is high due to inadequate facilities and the odd bout of stigma.

Leagues are fragile without consistent investment and visibility, while women remain under-represented in leadership roles within teams and federations.

Shelley and Symmons say policy shifts like gender budgeting ensuring funding is allocated equitably between men’s and women’s sport from grassroots to elite levels will help. And Mentorship programs which connect young female athletes with leaders in sport (and business) can sustain the pipeline into leadership roles.

These changes would also address one of the most overlooked commercial opportunities: long-term sponsorship activation. Quick wins come from targeted campaigns and influencer activation, but the real return will come from sustained, strategic investment.

Some athletes have taken a more proactive route, turning competitive financial pressure into opportunity. Serena Williams is a prime example. While tennis offers equal prize money at the major tournaments, Williams extended her financial foresight off-court. She founded Serena Ventures in 2014, investing in 85+ startups and launching her own ventures like Wyn Beauty and a children’s book. 

Beyond investing, Williams has put wealth back into women’s sport. She partly owns Angel City FC (NWSL), the Miami Dolphins and WNBA’s Toronto Tempo, the league’s first Canadian franchise. 

the 94% add another voice to the conversation. By telling the stories of women whose lives have been shaped by sport, the show joins up pitch, workplace and boardroom. Shelley said: “We want people to see the value of sport in all its forms. It’s not just about elite athletes – it’s about creating opportunities, confidence, and skills that last a lifetime.”

The Euro final was a celebration of women’s sport. The challenge is making sure this does not fade. Sustained investment, equitable policies, and cultural commitment will ensure sport keeps producing leaders. Both on and off the field.

Sources: https://www.ey.com/en_nz/athlete-programs/why-a-female-athlete-should-be-your-next-leader

Netflix Expands FIFA Women’s World Cup Rights to Canada in Landmark Streaming Move

Netflix has strengthened its global sports portfolio by securing exclusive Canadian broadcast rights for the FIFA Women’s World Cup in 2027 and 2031, building on its earlier US agreement. The deal marks the first time the tournament will be shown on a streaming platform in Canada, with all matches included in Netflix’s subscription plans.

The 2027 edition, hosted in Brazil from 24 June to 25 July, will feature 32 teams across eight cities, while the 2031 tournament will expand to 48 teams for the first time. Coverage will include live matches in English, French, and Spanish, plus studio shows, commentary, and Netflix-produced documentaries spotlighting top players and the women’s game’s rapid global growth.

FIFA Chief Business Officer Romy Gai said the expanded partnership reflects a shared ambition to grow the sport: “Following the landmark agreement between FIFA and Netflix in the United States, we are pleased to extend the footprint of our partnership to Canada — a nation with a rich FIFA Women’s World Cup history.”

The move builds on Netflix’s growing slate of premium live sports, including WWE Raw, NFL Christmas Day games, the upcoming Canelo vs. Crawford boxing match, and the record-breaking Katie Taylor vs. Amanda Serrano 3, which became 2025’s most-watched women’s sporting event.

Netflix Chief Content Officer Bela Bajaria said the FIFA deal was about more than just rights acquisition: “Bringing this iconic tournament to Netflix is not just about streaming matches — it’s about celebrating the players, the culture, and the passion driving the global rise of women’s sports.”

With exclusive coverage across the US and Canada, Netflix is positioning the FIFA Women’s World Cup for unprecedented reach and reshaping how major women’s sporting events connect with audiences worldwide.

Paramount Lands Exclusive US Broadcast Rights to UFC in $7.7bn Seven-Year Deal

Paramount has made its first major sports rights play since merging with Skydance, securing exclusive US broadcast rights to the Ultimate Fighting Championship (UFC) in a $7.7 billion, seven-year agreement with TKO Group Holdings.

From 2026, Paramount+ will stream all 13 numbered UFC events and 30 “Fight Nights” annually, with select numbered cards also simulcast on CBS. Significantly, the broadcaster will abandon UFC’s traditional pay-per-view model, making top-tier fights available at no extra cost to subscribers.

Paramount CEO David Ellison described UFC as a “global sports powerhouse”, adding that year-round live events would be a “significant advantage” in the company’s long-term content strategy. The deal, averaging $1.1bn annually, follows high-profile sports acquisitions by Netflix (WWE Raw, NFL) and Disney’s ESPN (NFL, NHL, MLB, CFP).

The move aligns with Paramount’s focus on live sports as a driver of real-time audiences in an era of accelerating cord-cutting. The UFC, which stages around 43 live events per year and reaches nearly 950 million households globally, attracted strong interest due to its young, male-skewing audience.

Negotiations began in June and intensified post-merger, with Paramount chosen for its financial capacity, CBS’s reach, and Ellison’s tech-driven, growth-oriented vision. The company is also exploring UFC rights in other territories.

Polestar becomes Official Mobility Partner of Borussia Dortmund

The Swedish performance electric car manufacturer Polestar enforcing its offensive in the German market by forming a strong partnership in professional football: Polestar is now the official mobility partner of Borussia Dortmund. Beginning with the 2025/26 season, the Polestar logo will appear on the sleeve of BVB’s jersey in all competitions – including the Bundesliga, the DFB-Pokal, and the UEFA Champions League.

The partnership is set for three years and is part of a comprehensive German market initiative aiming to significantly increase brand awareness in Europe’s largest automotive market.

Michael Lohscheller, CEO of Polestar, said: “Germany is crucial to our growth strategy in our home market, Europe. With Borussia Dortmund, we’ve found an emotional and progressive partner that’s a perfect fit for us. Now we’re attacking together. We have fantastic cars, and with BVB, people will get to experience them first-hand. We’re convinced that many will consider Polestar once they see and test our vehicles.”

Hans-Joachim Watzke, CEO of Borussia Dortmund, emphasized: “We’re very pleased to have secured Polestar as a partner. Polestar is a modern, dynamic company that is genuinely committed to its sustainability strategy. I was just as impressed by that as I was by the fresh, Swedish design of their cars. Together, Polestar and BVB aim to compete at the highest level in all competitions.”

Polestar is a pure electric car brand and has set ambitious climate goals – just like BVB. As the official mobility partner, Polestar is supplying a fleet of 60 vehicles to the club, which are already used at the team’s training camp in Austria this week. In the future, the vehicles will be driven by the team, management, and club representatives – marking another step by both organizations to continuously reduce CO₂ emissions.

Even before the official launch of the partnership, several BVB players – including Jobe Bellingham, Pascal Groß, and Daniel Svensson – had the chance to enjoy an exclusive test drive in a Polestar 5 prototype. The performance GT will celebrate its world premiere on September 8 at the IAA Mobility in Munich. “This car is a statement for the future – the ultimate proof that electric mobility is highly desirable and that no one needs to make compromises to be sustainable,” said Lohscheller.

Carsten Cramer, Managing Director of BVB, commented: “The combination of sustainability, innovation, Swedish design, power, and dynamics makes Polestar the perfect partner for Borussia Dortmund. I’ve rarely seen professional athletes so excited about a partnership after a product presentation – in this case, a pretty fast-paced test drive – as they were about this one.”

In addition to the jersey presence across all competitions, Polestar will also feature on the official pre-match apparel and on numerous advertising channels in and around the stadium. “Through this partnership with BVB, Polestar will inspire millions of people year-round – in a culturally relevant and highly emotional environment. We have many ideas for joint initiatives. Test drives are just the beginning. We’re going all in and will prove that our vehicles are better than those of most traditional manufacturers,” said Michael Manske, Chief Marketing and Communications Officer at Polestar.

BVB will debut the Polestar sleeve this coming Sunday during the season opening against Juventus.