How the NWSL became the world’s most innovative league

NThe world’s soccer league is experiencing a boom compared to the NWSL in 2024. Last month, the world’s first purpose-built stadium for a women’s sports franchise opened in Kansas City, marking the new home of the Current. San Diego Wave broke the NWSL home opener attendance record with over 32,000 fans, while the NWSL was at number 5 about the 50 most innovative companies in the world of 2024.

“At the NWSL, we are working to drive innovation, growth and increased investment in women’s soccer,” Jessica Berman, commissioner of the NWSL, told The Guardian. “I am excited about the 2024 season and to see what else we can achieve in women’s soccer.”

The NWSL’s recent accolades are yet another reminder of the growth of not only women’s soccer, but women’s sports as a whole. The 2023 headlines focused on the Women’s World Cup most visited and generated the most revenue in tournament history. That was a harbinger for the start of 2024, which already saw unprecedented numbers for women’s sports (the Women’s NCAA Tournament final drew an average of 18.7 million viewers in the US this month and was the most watched basketball game since 2019).

Deloitte estimates that women’s elite sports will generate more than $1 billion for the first time in 2024, up at least 300% from 2021. And now the NWSL’s two expansion teams, Bay FC and the Utah Royals, along with a massive new broadcasting agreementit is clear that the investments in women’s sports are paying off.

“It is very important that the NWSL has a deep geographic footprint as we think about the growth of the game and all national revenue streams from a media and sponsorship perspective,” Berman said. “The transition from twelve to fourteen NWSL teams is significant. We are also selling an expansion team for 2026, so we will have 16 teams for the 2026 season, which will be another level up.”

Since becoming commissioner of the NWSL in 2022, Berman has worked to take women’s soccer to the next level by growing the league and increasing the value of the teams. Before Berman’s reign, NWSL franchises sold for anywhere from $2 to $5 million. However, in March, San Diego Wave principal owner Ron Burkle agreed to sell the team for approximately $113 million. These rapidly rising ratings, combined with the league’s growing audience, are key indicators of growth – and a new precedent for women’s sports.

“As the company grows, there will be additional mechanisms that investors will analyze as a way to get a return on their investment,” Berman says. “So you can look at players as assets… We invest in athletes and their well-being because that is the product we put on the field, and it creates a buyer and seller market for transfer players, which exists on the men’s side.”

The NWSL differs from leagues in Europe, where women’s teams are sometimes ranked second to men’s teams. Therefore, the NWSL has implemented minimum standards regarding personnel and resources across the league.

In the past two years, the size of the league office has tripled. Berman has also worked to bring some of the best players in the world to the NWSL (notably Bay FC signed Nigerian international Asisat Oshoala in January) and create an ecosystem for players to thrive.

“These are things like medical and coaching staffs and other tools and resources that are available not only directly to players, but also to the people around the players whose job it is to maximize and optimize their performance as professional athletes,” Berman said.

“This is kind of expected and taken for granted on the men’s side because, honestly, it’s the way it’s always been done. For women’s sports, this requires specific policies so that everyone understands the expectations of how we will take our product to the next level and ensure players feel they have the support they need to thrive.”

One area of ​​concern is injuries. The league works to prevent injuries and promote recovery amid the increasing workload and ‘schedule pressure’ resulting from international competitions. While the NWSL cannot change the FIFA calendar, the league has decided to keep midweek matches to a minimum and use technology and experts to collect data and assess player welfare on a daily basis.

“By thinking differently about what we can directly control in our schedule, the NWSL can provide the best possible playing experience for our players, as well as the best viewing experience for our fans,” Berman said. “The best experience for our fans also comes with having healthy top talent.”

But top talent also comes with a top salary. To maintain quality and attract the best players, the NWSL has doubled the salary cap from 2023 to 2024. According to Berman, the NWSL has “a handful of players” making nearly $500,000 a year, a figure that seemed impossible. a few years ago, which also results in more competitive matches for fans and therefore more sold-out stadiums. “All matches, absolutely all of them, are like a Champions League match at the highest level,” says Esther González. a World Cup winner with Spain and a current NJ/NY Gotham forward, said in 2023.

Berman believes these factors have allowed the NWSL to become a global leader and help influence other leagues and women’s sports worldwide.

“The NWSL is trying to help the entire ecosystem think differently about how decisions in sports impact the entire landscape. It is critical to get these decisions right. And it’s going to take a lot of different constituents and stakeholders to come together and decide how we can do that most effectively,” Berman said.

The next big event for women’s football is this summer’s Olympic Games, which, like the World Cup, will have more focus on female athletes than ever before.

For Berman, events like the Olympics, the W Gold Cup and the World Cup are positive ways to showcase and monitor players on a global stage, almost an exclamation point on how the game has grown. However, Berman says there needs to be more intentionality when it comes to supporting these players year-round.

“When you see your favorite player on the world stage, know that he is employed and paid by his professional clubs. And if you enjoyed watching Christine Sinclair play for Canada, for example, know that she is employed and paid by the Portland Thorns,” says Berman. “You don’t have to wait to watch these players every four years. You can watch them weekly in the NWSL. This is how we will support and grow women’s football.”