EBU Renews Free-to-Air Rights Deal with European Gymnastics Through 2028

The European Broadcasting Union (EBU) has extended its long-standing media rights agreement with European Gymnastics for another four-year cycle, safeguarding free-to-air access to some of the sport’s most prestigious events through 2028.

The renewed deal ensures that audiences across 21 territories can continue to watch both the Artistic and Rhythmic Gymnastics European Championships on free-to-air platforms. The agreement, running from 2025 to 2028, covers both men’s and women’s competitions and reaffirms the EBU’s and European Gymnastics’ shared commitment to gender equality, visibility, and accessibility.

Among the 21 EBU Members included in the rights package are the BBC (UK), ARD & ZDF (Germany), RAI (Italy), NOS (Netherlands), and RTP (Portugal), alongside national broadcasters from countries including Armenia, Belgium, Bulgaria, Croatia, Cyprus, Finland, Greece, Hungary, Iceland, Ireland, Israel, Slovakia, Switzerland, Turkey, Czechia, and Ukraine.

In addition to linear broadcasts, the EBU’s free-to-air digital platform, Eurovision Sport, will provide extended coverage, giving fans even broader access to competitions and reinforcing digital engagement.

Glen Killane, Executive Director of EBU Sport, said: “This renewed agreement builds on over four decades of collaboration and reflects our joint commitment to accessible, high-quality coverage of gymnastics. We’re proud to continue showcasing both men’s and women’s competitions equally, reinforcing the sport’s values and commitment to gender balance.”

Dr. Farid Gayibov, President of European Gymnastics, added: “This extension is a testament to the strength of our partnership with the EBU. Together, we are ensuring that gymnastics continues to reach fans across Europe with the level of visibility and professionalism it deserves.”

The partnership highlights the growing role of free-to-air broadcasters in maintaining sport’s cultural relevance and expanding its reach in a rapidly evolving media landscape.

Dream Sports Commits $50 Million to Cricbuzz and Willow TV in a Bid to Transform Digital Cricket Engagement

In a landmark move set to reshape the cricket media landscape, Dream Sports—India’s leading sportstech enterprise—has announced a strategic investment of USD 50 million into Cricbuzz and Willow TV, two of the most prominent cricket media platforms under Times Internet.

This significant alliance merges Cricbuzz’s massive global digital footprint—with over 185 million monthly users—and Willow TV’s premium live broadcast capabilities, which includes streaming more than 1,500 matches annually across key cricket-viewing markets such as the US, Canada, Southeast Asia, and the Middle East.

The investment is designed to power the next phase of fan engagement by integrating cutting-edge technologies including artificial intelligence, immersive content formats, and seamless commerce experiences. The vision is clear: to deliver richer, more interactive experiences that bring fans closer to the game—and to one another.

“Cricbuzz and Willow are central to how hundreds of millions engage with cricket daily,” said Satyan Gajwani, Vice Chairman of Times Internet. “This partnership with Dream Sports is an exciting opportunity to co-create the next chapter in cricket media by pushing the boundaries of digital fan experiences.”

For Dream Sports—home to Dream11, FanCode, and DreamSetGo, and a user base exceeding 250 million—this marks a natural progression in its ambition to deepen sports engagement in India and globally.

“Our mission at Dream Sports is to ‘Make Sports Better’ for fans,” said Harsh Jain, Co-Founder and CEO of Dream Sports. “We’ve had a long-standing relationship with Cricbuzz, and this investment allows us to deliver more personalised, interactive, and socially engaging experiences to cricket enthusiasts around the world.”

By combining Dream Sports’ ecosystem with the expansive reach of Cricbuzz and the live rights muscle of Willow TV, the partnership enhances content distribution and consumer touchpoints, reinforcing the growing trend of convergence between sports media, technology, and commerce.

Cricbuzz continues to lead as the most popular destination for live scores, match commentary, and expert insights, while Willow TV remains the go-to cricket broadcaster across North America. Their combined reach spans over 150 countries—making this a globally relevant play.

Avendus Capital served as the exclusive financial advisor on the transaction.

As digital sports consumption continues to evolve, this collaboration positions Dream Sports and Times Internet at the forefront of redefining how cricket is consumed, experienced, and monetised—putting fans at the centre of innovation.

If YouTube Wants to Be TV, It Needs a Stronger Play in Global Soccer

In this week’s Member Insights, Ian Whittaker, Twice City AM Analyst of the Year unpacks YouTube’s bold claim that “YouTube is TV”—a slogan that may resonate with advertisers but lacks substance without premium content to back it.

For me, YouTube’s claim that “YouTube is TV” is an excellent slogan and should be a lesson for all marketers – a one liner that is pithy, encapsulates what is its aim (to take TV advertising money ultimately) and fits in with the viewpoint of many of its target audience (ultimately, people in the advertising industry who decide where advertising money gets spent). Whether it is actually accurate though is another question. I would raise several objections to its validity, not least its proprietary ownership of content (i.e. audience is based off the back off other people’s content). However, if YouTube does want to be seen as TV, then it could do worse than look at sports – and particularly football (or soccer for the Americans in the audience).

Of course, YouTube has already gone down the sports route, particularly in North America, where it has now is one of the major rights holders of NFL games. The logic of such a move is clear. NFL games made up 70 of the top 100 most watched live TV programmes in the United States in 2024 (a year in which there was the distraction of the US Presidential and Congressional elections) and, by buying up NFL rights in particular, YouTube is making a play for US TV advertising budgets. Already, there are signs that strategy is having success given YouTube is the single largest biggest ‘channel’ on US TV, according to Nielsen.

However, when it comes to soccer rights, particularly in Europe, the major Tech platforms have been less forthcoming. In fact, if anything, the platforms have been scaling back their rights in Europe in recent years rather than expanding them. The reason for that is financial: put simply, the financial returns from acquiring soccer rights cannot justify the costs as the individual European markets simply do not offer either the advertising or subscription upside.

However, it may make sense for YouTube to consider buying a tranche of European soccer rights. Yes, like with the Tech giants, the economics are very unlikely to work on a standalone basis. However, there would be two wider strategic objectives.

The first is that, if YouTube wants to take a significant chunk of European TV advertising revenues, it needs to prove itself as a viable platform for premium content. There is only so much Mr Beast that you can sell. Having premium soccer rights is an immediate way of doing that. YouTube would certainly make losses. However, it could help cement a longer-term plan.

The second – and a major question for the soccer league themselves – is that the likely future of European soccer rights may be more global than national. The head of the UK’s intellectual property crime unit has said that piracy of sports rights has ‘gone through the roof’ and that it is practically impossible to prosecute users. This is a problem that is likely to get only worse in an online world and with ever increasing broadband speeds.

It may therefore may make more sense to think about how rights can be monetised at a global level, rather than national. In many ways, YouTube is the most credible platform to make this week.  Last week, it was announced that the platform would stream exclusively the first week Friday night game of the 2025/6 NFL season, which will take place in Sao Paolo, Brazil, the first time an NFL game would be streamed live and free. There is no reason why, at some point, soccer does not follow the same path.

As usual, this is not investment advice. 

Formula 1 and Disney to begin collaboration in 2026

Formula 1 and Disney have announced an exciting new collaboration that will begin in 2026.

Disney’s Mickey Mouse is one of the most beloved and recognizable characters of all time, so
fans can look forward to seeing Mickey & Friends in the high-speed world of Formula 1 through
experiences, content, and merchandise around the globe.

The new relationship is turbocharged by the two brands’ shared affinity for creativity,
entertainment, and innovation, to bring fans together around the globe through unforgettable
and one-of-a-kind experiences. More information will be shared on the activity in the coming
months.

Emily Prazer, Chief Commercial Officer, Formula 1, said: “Our collaboration with Disney is set to be a brilliant one, as we introduce the world of Mickey & Friends to our fans, and vice versa. It fits perfectly with our strategy to step outside the world of sport, and into a broader consumer market, and in return we’re introducing Disney to our 820 million fans worldwide. It’s a fantastic match as both brands are known for pushing boundaries and bringing entertainment and excitement to millions, so I can’t wait to see what our teams come up with for the circuit and beyond.”

Tasia Filippatos, Disney Consumer Products President, said: “As we celebrate nearly a century of Mickey Mouse & Friends, our collaboration with Formula 1 offers a unique opportunity to bring two powerhouse entertainment properties together to create products that fans will love. This exciting collaboration will unfold across a global stage, with unforgettable content and experiences tailored for Disney and F1 fans alike.”

In recent years Formula 1 has seen a huge surge in growth with younger fans and data shows
that more than four million children aged 8-12 now actively follow the sport across the EU and
US, while 54% of followers on TikTok and 40% on Instagram are now under 25 years old.

Data, Disruption & the Rise of Women’s Sports: Deloitte’s Zoe Burton on the Future of the Sports Business

As Director in the Deloitte Sports Business Group, Zoe Burton sits at the intersection of finance, innovation, and fan experience in an industry undergoing rapid transformation. In this exclusive conversation with iSportConnect’s Taruka Srivastav, she talks about the seismic commercial shifts redefining the global sports economy—from the surging value of women’s sports and the convergence of technology and entertainment, to the evolving role of data in M&A and private equity investments.

With women’s sport growing rapidly, what commercial trends or data points are most exciting from your perspective?

The rapid growth of commercial revenue in women’s sports is incredibly exciting. Increased viewership and fan engagement are translating into tangible commercial opportunities, making women’s sports an increasingly attractive investment. Deloitte research reveals that women’s sports fans are significantly more receptive to sponsorships than male counterparts: they are twice as likely to purchase products endorsed by female athletes, 54% more aware of sponsors, and 45% more likely to consider or purchase from sponsoring brands. This deep fan engagement, even with potentially smaller audiences, represents a powerful and unique value proposition for commercial partners.

How do you see the convergence of entertainment, technology, and sport reshaping revenue streams for leagues and clubs?

We’re seeing a shift from traditional revenue models to new opportunities driven by immersive fan experiences – this includes both physical and digital innovations. For example, leagues and clubs are enhancing the match-day experience with premium hospitality offerings, improved food and beverage options, and other money-can’t-buy experiences designed to increase dwell time and spending. Simultaneously, they are exploring cutting-edge technologies like the metaverse, esports integrations, and virtual reality to create engaging and interactive fan experiences beyond the physical venue. This focus on experience and community is crucial for capturing the next generation of fans, who prioritise these elements over traditional consumption models.


Deloitte has a global lens—what are some standout innovation hubs or models in sport that others should be watching right now?

In the United States, rightsholder venture funds like MLS Ventures, NBA Equity, and 32 Ventures are driving innovation by investing in and incubating new technologies and fan engagement platforms. Meanwhile, dedicated innovation hubs focused on women’s sports, such as the Kynisca Innovation Hub and Loughborough University’s research initiatives, are developing solutions tailored to the unique needs and growth opportunities within this expanding market. Globally, “disruptor leagues” like Baller League, King’s League, and Unrivalled Basketball are challenging traditional models. These digitally native, athlete-driven leagues are closely aligned with next-gen trends, offering innovative formats, fan engagement strategies, and content distribution models that are creating disruption and competition in the ever-evolving sports landscape.

What role does data analytics play in sports valuation and M&A, especially as private equity investment in sport rises?

Data analytics plays a crucial role in sports valuation and M&A, particularly with the rise of private equity investment. Sophisticated data analysis can provide insights into fan demographics, consumer behaviour, and revenue potential, enabling more accurate valuations and informed investment decisions. Investors will also look to understand how much a sport asset has invested in their data capabilities, both on and off the pitch, as a data-driven approach becomes integral to maximising returns.


How can clubs and federations better future-proof their fan engagement strategies in an increasingly fragmented digital space?

For clubs, this means prioritising direct relationships with fans through owned and operated platforms which in turn enables data capture and personalisation, driving long-term engagement. Crucially, a well-defined value exchange is essential to encourage fans to share data and actively engage with these platforms – this shouldn’t be an afterthought, but a core component of the strategy. Furthermore, clubs must adopt a layered approach, engaging fans on their preferred native platforms while simultaneously providing compelling reasons to return to the club’s owned channels.

Federations, on the other hand, must first clearly define the role of digital within their ecosystem and define what fan engagement means to them. Some federations use digital as a primary fan engagement tool, whereas others use it to enable member organisations to grow their own fanbases. Establishing this shared understanding from the outset fosters collaboration among stakeholders. Critically, federations must recognise the diverse needs within their ecosystem and avoid a one-size-fits-all approach, tailoring digital strategies to the specific requirements of different member organisations.

You’ve worked with diverse rights holders—what differentiates the most resilient ones from the rest?

The most resilient rights holders are those who embrace change, adapt to evolving fan behaviours, and diversify their revenue streams. This often includes investing in strong digital and data foundations as well as the right skills and capabilities in the organisation, ultimately enabling innovation and agility that drives long-term success as well as the one-off novel initiatives that deliver immediate views.


Looking ahead, what’s one major sports industry trend you think is currently underrated or under-discussed?

Driven by a need for efficiency and increased profitability, owners are increasingly exploring opportunities to consolidate back-office functions, unify data and reporting, and leverage economies of scale across their portfolio of assets. This trend is evolving, with some rightsholders collaborating and strategically combining commercial rights across their properties to create more attractive and lucrative packages for sponsors and broadcasters. This trend has the potential to reshape the industry’s dynamics.

PSG’s UCL Semi-Final Triumph: A team victory on and off the pitch

Global interest in Paris Saint-Germain is trending towards an all-time high, after they qualified for the 2025 UEFA Champions League final.

In the wake of this surge, PSG gained over 188,000 new Instagram followers in just 24 hours from May 7-8, following their second-leg victory over Arsenal, which saw the club advance to Munich. This marked the highest spike in follower growth the club has experienced this season.

While many sports teams continue to centre their brands around superstars, PSG’s recent off pitch success highlights the power of the collective and marks the culmination of a year-long transformation of the club’s brand narrative.

The days when PSG’s global appeal was built solely on the star power and individual brilliance and high-gloss storytelling — are behind them. This shift represents a slower yet more sustainable path to global relevance.

PSG’s off-pitch strategy thrives through a collective, humble tone in their content supported by collaborations with content creators, influencers, musicians and social media personalities, telling authentic stories that elevate their brand and the club’s ethos of one team.

PSG has also skilfully woven co-branded content into its sponsorships, leveraging media capabilities to craft stories that resonate on a deeper level, creating value not just for the club but for its partners as well.

PSG Chief Innovation & Digital Officer, Jerry Newman, said: “Our strategy is to harness digital innovation to engage and grow our global fanbase. By putting the team at the heart of our storytelling and collaborating with Creators and Sponsors, we’ve built content that feels authentic and culturally relevant to our brand. From social growth to world-firsts—like our live mid-flight press conference with Qatar Airways—we’re using bold, innovative formats to connect with fans and deliver real value for partners.”

WePlay Global Business Development Director, Richard Baker-Morisot added: “From a marketing perspective, it’s a masterclass in the power of a brand reset. Real Madrid bet on superstardom. PSG bet on evolution. PSG are showing what happens when long-term strategy meets short-term success.”

Tixr Inks UK Football Partnership with Dagenham & Redbridge FC

Tixr has officially entered the UK football market, partnering with East London’s Dagenham & Redbridge Football Club (the Daggers) to enhance the fan journey from digital discovery to matchday engagement.

Known for its proud local identity and deep community ties, Dagenham & Redbridge FC is embracing a more future-focused vision by adopting Tixr’s modern eCommerce ticketing platform. The move aims to streamline ticketing operations, increase fan access, and broaden the club’s commercial reach through dynamic features such as Tixr Waitlist, Rewards, and fan-driven upgrades.

John Grabowski, Chief Commercial Officer at Dagenham & Redbridge FC, highlighted the value of the partnership: “Tixr’s modern approach to ticketing, smart fan segmentation, open data capabilities, and intuitive user interface align perfectly with our vision, ensuring our fans enjoy a best-in-class experience while driving our commercial growth,” he said.


“Improving and personalising the matchday experience is of the highest priority, so ensuring our fans can easily find and purchase any of the various ways to get to a match, with little manual input from our lean team, is absolutely paramount. In Tixr I believe we have found the perfect system for this.”

This milestone follows Tixr’s recent collaborations with Leicestershire County Cricket Club and the Royal Windsor Horse Show, further cementing the brand’s growing presence across the UK sports ecosystem. The company’s flexible and data-driven platform is gaining momentum across Europe, offering sports organisations tools to better connect with their fan bases while improving operational efficiency.

Stephanie Rosa Bauer, Tixr’s Managing Director for the UK and Europe, welcomed the new partnership.
“It’s an exciting day for our company to announce our first UK football ticketing partnership with the Daggers,” she said. “It’s been great working with their team in London and we can’t wait to provide fans with a seamless experience every time they watch their club take the pitch.”

As Dagenham & Redbridge FC looks to expand its supporter base and evolve the matchday experience, the integration of Tixr’s platform is expected to deliver significant improvements—ranging from streamlined workflows and smart pricing to more personalised fan engagement. The partnership exemplifies the shifting landscape of sports ticketing, where technology and user experience are increasingly vital to commercial growth and community connection.

CAA Sports acquires global management firm Portas Consulting

CAA Sports has acquired premier global management consulting firm Portas Consulting. The deal adds more than 160 consultants in 4 offices to its business.

Founded in 1975, US-headquratered Creative Artists Agency (CAA) is a leading entertainment and sports agency with 16 offices worldwide.

Its sports division – CAA Sports – advises and supports clients with a broad range of services, including consultancy, branding, media rights, venue development, property sales, and athlete representation.

Since its inception, CAA Sports has completed more than $11 billion in new sponsorship business on behalf of its property clients and orchestrated precedent-setting naming rights agreements, including the San Francisco 49ers’ Levi’s Stadium; Golden State Warriors’ Chase Center; and the LA Clippers’ Intuit Dome – while its sports media advisory practice has structured and negotiated more than $100 billion in media rights deals since its formation.

As CAA Sports looks to build on that legacy, it has announced that it has agreed to acquire sports advisory expert Portas Consulting, subject to customary regulatory approval. The move will see Executive Chairman David Portas and Managing Partner Donal McElwee, join CAA Sports, along with their team of 160 consultants and staff.

“Portas Conulting’s mission is to transform the world through sport,” said McElwee. “We have grown organically by 30% annually throughout the last 10 years to become the leading independent advisor to senior leaders in sport. Our new goal is to expand even faster to create a world leading end-to-end advisory business. CAA Sports is the ideal fit to achieve this growth and diversification for the benefit of the industry, our clients, and our people.”

Founded in 2006, Portas Consulting is ranked among Consultancy.uk’s top sports management consulting firms, and provides its clients in the sector with strategic advice across all areas of the sports economy.

Having delivered projects in more than 40 countries, Portas Consulting has helped create and improve national sports policies; win bids for major events; and optimised famous leagues, associations and clubs; among others.

With offices in London, Riyadh, Dubai, and Singapore, Portas Consulting will rebrand to CAA Portas, following the conclusion of the deal. It will exist alongside the CAA Sports brand, but also be part of the organisation. Financial terms of the agreement were not disclosed.

Paul Danforth, CAA Managing Director and President of CAA Sports, commented, “The global sports marketplace is evolving rapidly, creating unprecedented opportunities for the agency and our clients in both established and emerging markets. As CAA Sports continues its international growth plan, we remain focused on creating new service offerings that we can deliver to clients to accelerate their business objectives.”

“Portas Consulting is a best-in-class management consultancy, whose likeminded leadership and collaborative approach to client service will fit seamlessly into the CAA Sports ecosystem. By adding this unique expertise to our suite of services, we are uniquely positioned to help shape the future of the global sports industry.”

Authenticity, AI & Athletes: FIBA 3×3 GM Alex Sanchez on the Business of Basketball

In this exclusive conversation with iSportConnect’s Taruka, Alex Sanchez Mollinger, General Manager of FIBA 3×3, unpacks the commercial engine driving one of basketball’s fastest-growing formats. From early partnership strategy and athlete-led brand activations to the role of AI, sustainability, and social impact — Sanchez offers a compelling look into how FIBA 3×3 is redefining sports marketing, storytelling, and urban engagement ahead of the LA28 Olympic Games.

From a commercial standpoint, how important is it for you to secure partnerships ahead of major tour events like this one?

Early partnership engagement is critical not just for operational alignment, but for maximising collective impact. When we bring partners in ahead of major events, we’re able to co-design activations, digital campaigns, and on-site experiences that reflect shared objectives. It allows us to move from transactional sponsorship to true collaboration — where partners contribute to shaping the narrative, deepening fan engagement, and enhancing the overall footprint of the event. This integrated approach ultimately delivers greater visibility, stronger community relevance, and more measurable outcomes for all parties involved.

Could you tell us about some of the brands you’re currently working with — and what you look for in a good brand partner?

We are currently collaborating with established partners such as Wilson and Enlio. These partnerships are built on shared values and a mutual commitment to innovation, sustainability, performance, and urban culture. Both are examples of long-term partnerships that have understood the idiosyncrasy of 3×3 to leverage it with a bespoke narrative: Wilson has developed a genuine urban basketball that improves grip and shooting percentage, while Enlio has designed a portable court that improves traction while taking care of athletes’ health. We seek brands that understand our positioning, and are invested in co-creating value through long-term engagement.

Are there any specific sectors — like sports tech, performance analytics, or lifestyle brands — that you’re particularly keen to collaborate with this season?

This season, we are particularly interested in engaging with sectors that are closely aligned with our narrative. We see high potential in collaborations that enhance the athlete experience, support fan engagement, and contribute to the cultural relevance of the sport whether through apparel, connected devices, or consumer-facing platforms.

How has sports technology (wearables, AI-driven performance tools, recovery tech) shaped your strategy lately? 

Technology is one of the enablers to our ecosystem, and it is central to how we operate — not only in terms of performance, but also in driving efficiency, promoting sustainability, and enhancing fan engagement. On the efficiency side, AI-assisted tools help us automate highlight production, streamline workflows, and reduce manual overhead allowing us to do more with leaner teams and fewer resources. From a sustainability perspective, we’ve adopted digital processes that replace physical materials, cutting down on waste and emissions at events. These efforts have been formally recognised through ISO certification for sustainability — an important milestone that reflects our ongoing commitment to responsible event delivery. On the fan side, technology helps us unlock new interactive experiences, offering real-time insights, personalised content, and deeper engagement with the athletes and the game.

With fans engaging more digitally, are you seeing more brands wanting to activate through innovative fan experiences or virtual engagement during tournaments?

Yes, and we’re seeing a clear shift toward athlete-led digital engagement. Brands increasingly want to build authentic connections with fans by working directly with our players — amplifying their stories, personalities, and influence across social platforms. A strong example is our recent collaboration with Karl Lagerfeld, where several of our top athletes were featured in the brand’s launch campaign. The campaign blended fashion, sport, and personality — creating a culturally relevant moment that resonated with our community and extended far beyond the court. These kinds of activations are proving to be more impactful than traditional formats, as they allow fans to connect with both the brand and the athletes on a personal level, through the channels they engage with daily.

Sustainability and social impact are becoming huge themes in sports partnerships. Are these factors important to you when considering commercial tie-ups?

Sustainability and social responsibility are integral to how we design and deliver FIBA 3×3 events. This is the main reason to undergo the process for ISO 20121 certification. It’s important to note that the FIBA 3×3 World Tour is the only basketball competition in the world to have achieved this designation. As an urban sport that operates in the heart of city centres, we take seriously our role in minimising environmental impact and supporting the communities we engage with. We actively seek partners who align with these values  whether that’s through sustainable materials, inclusive programming, or long-term community engagement. Our commitment has been recognized through ISO certification, which was recently renewed through 2027, reflecting the depth and consistency of our sustainability efforts. For us, it’s not just about compliance  it’s about partnering with brands that want to leave a lasting, positive legacy wherever we play.

How do you balance maintaining authenticity on social media while also fulfilling brand obligations?

Elevating athlete visibility is central to our strategy, both in terms of competition and content. We actively support players in building their personal brands through social media amplification, media training, and direct involvement in sponsor campaigns. A strong example is our ongoing collaboration with Wilson. Beyond their role as our official ball partner, Wilson has worked with us to spotlight athletes in branded content, product features, and community activations that go far beyond traditional sponsorship. These initiatives provide players with valuable exposure and create authentic connections between athletes and fans. By involving athletes directly in brand storytelling, we create deeper impact for sponsors and help players grow their presence on and off the court.

Finally, looking beyond Utsunomiya, what are your broader goals commercially and competitively for the rest of the season?

Our broader objective is to continue driving the global growth of FIBA 3×3 as we build momentum toward the LA28 Olympic Games. We are focused on expanding our presence globally, strengthening our relationships with partners, and ensuring that every touchpoint — from events to digital content — delivers tangible value. A major part of that strategy involves supporting the image and reach of our athletes, helping them grow as public figures and brand ambassadors. At the same time, we remain committed to delivering events and partnerships that are sustainable, responsible, and aligned with our long-term impact goals. Everything we do is geared toward building a dynamic, future-ready platform that serves the game, its players, and the communities around it.

CALACUS HIT & MISS The FIFA Women’s Club World Cup

In this Member Insights piece, David Alexander, the founder and MD of Calacus PR how the road to launching the FIFA Women’s Club World Cup has been long and uneven — marked by hope, delays, and renewed vision. With FIFA now targeting 2028 for the tournament’s debut, the global football community stands at a pivotal moment.

The journey toward a Women’s Club World Cup has been marked by anticipation, setbacks, and renewed commitment. 

As FIFA recently announced the postponement of the inaugural tournament to 2028, we find ourselves at a critical juncture in women’s football history. 

This delay represents both challenges and opportunities in the ongoing struggle for gender equality in the world’s most popular sport.

Women’s club football has existed in the shadows of the men’s game for decades. 

While the men’s Club World Cup dates back to 2000 (evolving from the Intercontinental Cup established in 1960), women’s clubs have never had a comparable global tournament to showcase their talents on the world stage.

The 2019 Women’s World Cup in France marked a watershed moment for the women’s game, drawing unprecedented global attention and demonstrating the commercial viability of women’s football. 

Following this success, FIFA President Gianni Infantino first proposed the creation of a Women’s Club World Cup in July 2019, signalling a potential shift in how the governing body viewed women’s club competitions.

The initial announcement was met with enthusiasm from players, clubs, and fans alike, representing not just a new tournament, but a symbolic acknowledgment of women’s football’s growing stature. 

FIFA initially set 2021 as the target for the inaugural tournament, only to see those plans derailed by the COVID-19 pandemic.

FIFA announced in 2022 that the tournament would launch in 2023, which was again revised to 2025, with a proposed 16-team format that would bring together champions from across FIFA’s six confederations.

However, in a significant development in March 2025, FIFA announced another delay, pushing the tournament back to 2028 as part of a broader restructuring of women’s club competitions, including the introduction of an intermediate step – the FIFA Women’s Champions Cup – scheduled to begin in January 2026.

According to FIFA’s announcement, this new Champions Cup will feature the champions from the top eight women’s football nations competing in a knockout format, serving as a bridge to the full Club World Cup in 2028.

The repeated delays to the Women’s Club World Cup highlight the persistent challenges in achieving sporting gender equality in football. 

A December 2024 report by FIFPRO, the global players’ union, identified significant disparities between men’s and women’s professional football. 

The report revealed that while FIFA has committed substantial resources to the men’s Club World Cup, with a prize pool exceeding $1 billion for the 2025 tournament, women’s competitions receive comparatively minimal investment and increased challenges related to player workload and the already congested international calendar. 

While FIFA has announced an unprecedented $1 billion prize pot for the expanded men’s Club World Cup, the details regarding the financial rewards for the women’s equivalent have been less forthcoming – something they will need to navigate from a communications perspective to balance expectations with reality

But the unequal distribution of resources extends beyond prize money. 

Despite recent growth, women’s clubs typically operate with smaller budgets, less developed infrastructure, and fewer professional staff. Players often face precarious employment conditions, with many forced to maintain second jobs alongside their football careers.

Media coverage and commercial sponsorship also remain heavily skewed toward men’s football, creating a cycle where women’s competitions struggle to attract the visibility needed to drive commercial growth. With lower significant media exposure, generating substantial revenue becomes challenging, which in turn affects investment in the women’s game.

Progress has been made to address some aspects of inequality. In 2022, the United States women’s national team secured a historic equal pay agreement after a lengthy legal battle. Similar movements have emerged in countries like England, Spain, and Australia, where players have advocated for improved conditions and equal treatment.

However, clubs and governing bodies face increasing legal risks if they fail to address equal pay and treatment issues. 

Despite the frustration caused by repeated delays, the 2028 Women’s Club World Cup represents a pivotal moment for women’s football, providing formal recognition that women’s club football deserves the same global showcase as men’s. 

A well-executed tournament could also serve as a catalyst for increased commercial investment in women’s club football. By demonstrating the global appeal of elite women’s clubs, the competition could attract sponsors and broadcasters who have traditionally focused primarily on men’s football.

The tournament should also drive development in regions where women’s football remains underfunded. The possibility of qualifying for a global competition provides incentive for investment at confederation and national levels.

Beyond the sporting aspects, the tournament offers a platform for addressing broader gender equality issues in sport and society, giving visibility for female athletes who can inspire the next generation.

FIFA’s decision to introduce the intermediary Champions Cup before launching the full Club World Cup represents a pragmatic approach to building toward 2028. 

This approach may allow for the development of commercial models and operational experience that can benefit the full tournament when it eventually launches.

However, the success of both the Champions Cup and the eventual Club World Cup will depend on meaningful investment and promotion. 

As Brila.net noted in their March 2025 analysis, FIFA’s approach represents a “big gamble” that will require sustained commitment rather than just symbolic gestures.

For the 2028 Women’s Club World Cup to truly advance sporting gender equality, it must receive comparable resources, media attention, and commercial support to the men’s equivalent. 

This means not just staging the tournament, but investing in its success through substantial prize money, global broadcasting arrangements, and marketing campaigns that position it as a premier sporting event.

The path to 2028 offers an opportunity to address the structural inequalities that have limited women’s football – and an opportunity that FIFA must ensure they do right. 

By establishing professional standards, creating sustainable economic models, and providing elite competition, the Women’s Club World Cup could become more than just another tournament – it could represent a fundamental shift in how women’s football is valued, supported, and celebrated globally.

The successful establishment and flourishing of the FIFA Women’s Club World Cup holds immense significance for the future trajectory of women’s football and for FIFA’s standing as a global governing body committed to gender equality.

Seeing the best club teams in the world compete on a global stage will provide inspiration and role models for young people, further elevating women’s football in the global sporting landscape.

The journey has been longer than expected, but the destination promises to be worth the wait – a world where football’s global club competitions reflect true sporting gender equality.

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