Exclusive contribution for The Executive Magazine from Florence Rolland, International Negotiation Consultant and Managing Director of Negotiate Ltd.

The debate around equal pay has been long-standing and controversial in professional sports, becoming even more vocal in recent years, but the business case for closing the gender pay gap in this arena, is increasingly clear. It’s not just about optics or fairness; untapped potential and sector growth also needs to be factored in. Investing in female sports and championing equal pay isn’t just a moral imperative – it’s a wise business decision that has been overlooked for too long.

The Danish Football team made headlines earlier this year for refusing a salary increase in order to ensure equal pay between the men and women’s teams, while more recently, the U.S. Soccer Federation’s reached a settlement with former U.S. Women’s National Soccer Team (USWNT) head coach Jill Ellis, who had threatened litigation over being paid less than her men’s national team counterparts. This followed on from the USWNT team’s fight for equal pay, which led to a landmark agreement in 2022. This agreement not only elevated the profile of women’s soccer but also inspired a broader movement in support of gender pay equality in sports. It also highlighted the power of negotiation and standing up for your own worth.

Expanding the Market by Tapping into Women’s Sports

Talent retention is a core challenge across industries, and sports are no different. Male athletes benefit from higher pay, but female athletes often struggle to make a sustainable living from their sports careers alone, resulting in many leaving the sport early or taking on multiple jobs to make ends meet. Women are equipped with the necessary interpersonal skills to make great negotiators but tend to neglect negotiating for themselves due to a lack of confidence in their own abilities and self-worth. Fear of negative backlash can also make women more apprehensive to make a stand.  Negotiation training can be a critical tool in combating this.

Market potential is one of the strongest business arguments for investing in women’s sports and closing the pay gap. Increasing investment in women’s sports can lead to higher returns. The female sports audience has grown substantially in recent years, with the 2023 Women’s World Cup attracting over 1.12 billion viewers worldwide. This isn’t an isolated phenomenon; we’ve seen the same trend in women’s basketball, tennis, and other professional leagues. For instance, the Women’s National Basketball Association (WNBA) has smashed records on and off the court, with attendance up 48% from 2023, sellouts increased by 242% and more people tuning into the average televised game, 657,000, than ever before.

Bigger audiences and more sponsorship start from a recognition in broader society that it is worth watching, that it is important to support the women’s game as well as the men, and that people have the opportunity to do that.  That is slowly changing in the UK and across the world, but there is much more to do.

The demand for women’s sport is continuing to grow, with the potential to drive substantial revenue, and brands are taking notice, with the likes of Visa, Adidas, and Nike sponsoring high-profile women athletes and teams.

These companies see women’s sports as an underutilised platform for reaching diverse audiences and achieving market differentiation. They understand that female athletes embody qualities that resonate strongly with modern consumers—resilience, equality, and empowerment. By associating with these athletes, brands can connect more effectively with a new generation of consumers who value inclusivity and gender equality. Mastercard’s partnership with the UEFA Women’s Champions League is an example of how brands are leveraging women’s sports to improve their brand equity and reach new audiences.

Investing in equal pay for female athletes creates a multiplier effect that extends beyond the sports industry. It spurs economic growth by increasing female athletes’ financial security, enabling them to reinvest in their communities, fund new businesses, and inspire future generations. When we pay female athletes fairly, we’re enabling more female entrepreneurs, coaches, mentors, and community leaders.

Aligning with Shifting Consumer Expectations

Modern consumers, particularly Millennials and Generation Z, increasingly demand that the brands they support align with their values. Social responsibility, gender equality, and diversity aren’t just buzzwords—they are key differentiators in today’s competitive business landscape. A recent survey revealed that 62% of consumers expect companies to promote gender equality, and 78% say they would stop buying from a brand that mistreats or unfairly compensates female employees or representatives. Consumers want to support organisations that treat their athletes fairly, regardless of gender. Brands and leagues that recognise this can gain a competitive edge, and drive sales and build stronger, long-lasting customer relationships by championing gender equity in sports.

Negotiate to the next level: A Call to Action

The lessons from those in the sporting arena that have fought for what they deserve can be taken on board by all of us. Negotiation isn’t one-sided, it is trading, and being prepared gives confidence and demonstrates strength.

How we communicate is also key; listening, considering, and adapting – whilst being clear on limits and exit points. The best negotiations occur when the negotiators both make movements from their opening positions, so flexibility is important to get the best deal.

Understanding your value, and standing up for it, is essential, and not just accepting any offer to play the sport that they clearly love. Women can tap into these great arguments for higher pay next time they are offered a salary, whether that is as an athlete or behind the scenes, so that they don’t just accept what is offered. 

To realise the full potential of women’s sports, industry stakeholders must embrace equal pay as a growth strategy and commit to policies that ensure female athletes receive equitable pay, treatment, and visibility. There is still a long way to go, and initiatives like Valeur Sport, set up by former pro footballer Arianna Criscione and her co-founder Preeti Shetty, are trying to highlight the problems with wages for women in sport and push for pay transparency. With an objective of closing the gender pay gap in 10yrs for the sport industry rather than the estimated 136 for the general population, I’m pleased to be a part of this change. I will join their Expert Exchange sessions and help women learn how to negotiate for appropriate salaries.

Closing the gender pay gap in sports is a multifaceted issue, but its resolution represents an enormous opportunity for growth. With the global women’s sports market projected to reach £33 billion by 2030, the business case for investing in equal pay is undeniable.