For much of its history, football has glistened under floodlights, filled stadiums, and dominated our screens—yet simultaneously, the industry has felt like an impenetrable “closed shop”. A traditional world, protected by its own rituals and run largely by men, football’s culture has reflected the structures and, undeniably, the stubborn gatekeeping of so many other industries. This isn’t just an observation from the sidelines; it’s a reality for countless women and underrepresented groups striving to build careers within the game.
But the scenario is shifting and shifting fast. There is mounting evidence, from boardrooms to grassroots pitches, that gender diversity, allyship, and open opportunity don’t just create a fairer playing field; they are essential for growth, innovation, and lasting success. How football tackles its gender imbalance tells us an enormous amount about what’s necessary for the wider world of business—and what’s at stake if we lag behind.
Why the Football Industry Remains Hard to Crack
Despite decades of commercial growth, football (much like other traditional industries) often prioritises connections forged in familiar circles—old school networks, word-of-mouth references, and entrenched habits serve as unofficial gatekeepers. In practice, this manifests as roles rarely advertised openly and key opportunities reserved for “insiders”. Progress is happening, with more clubs and associations adopting transparent recruitment processes and term limits for board members. However, the perception and too often, the reality remains that professional football, particularly at the upper echelons, is not easy to get into unless you already know the right people.
This challenge is not unique to women; anyone outside the traditional circuit can struggle to break in. But gender compounds that difficulty, especially given the game’s long-standing male dominance. Whilst grassroots and community sport offers somewhat easier access, the higher you go—from performance and data analytics to coaching and club administration—the harder it becomes.
The Cost of Leaving Doors Closed
The effects of these barriers are profound. When any industry, football included, restricts access, it loses not only out on talent but also on the diversity of thought, lived experience, and innovation that come with a mixed workforce. The ripple effect is measurable: organisations with balanced genders at all levels from the pitch to the boardroom consistently outperform those that do not.
If women, or indeed any underrepresented group, feel that doors are opening only to slam shut again, the result is a deflated talent pool, higher churn, unfulfilled potential, and a culture that quietly signals, “this isn’t your world”. Over time, this slows growth, erodes loyalty, and leaves whole sections of the fanbase wider society, in fact unrepresented.
Seeing is Believing: The Power of Representation
When it comes to shifting perceptions, visibility is a powerful lever. We are often told, “You have to see it to be it,” and it’s true: unless women see others leading teams, commentating on matches, running clubs, or shaping policy, it is difficult to imagine themselves in those positions.
Thankfully, women now occupy senior leadership positions in men’s and women’s football, CEOs, technical directors, administrators, and more, but these successes still generate outsized media attention simply by being “firsts”. There remains a tendency to question women’s credibility; for example, some continue to challenge whether women should commentate on or analyse men’s football, even when their qualifications and track records more than match their male peers.
The goal is to reach a point where such appointments are “just normal”—where skill, not gender, is the determining factor, and where the next generation simply doesn’t remember a time when women weren’t part of the discussion.
Progress: The Path Forward Isn’t Always Linear
Change rarely happens in a straight line. For every leap forward, more women in high-profile football roles, policy shifts, investment in the women’s game, there are waves of resistance, with doors creaking open only to be nudged closed by the force of tradition or backlash. Sometimes the gains feel ephemeral or tokenistic, at other times, transformative.
One of the most striking aspects of football’s transformation is how breakthroughs at the top—such as the Lionesses’ victory in the Women’s Euros or female leads at the FA and EFL—reverberate through every layer of the industry. Not only does success on the field inspire a legion of new players and fans, but it also demands tangible action: investments in infrastructure, coaching, and facilities; honest reckonings with pay disparity; and commitments to recruiting, promoting, and retaining diverse talent.
Change is also evident in the commercial arena. Brands are seeing the business case for association with women’s football, but authenticity is mandatory. Fans—especially women—expect consistency and genuine investment, not just campaigns that appear when it’s trendy and disappear afterwards. The modern sports consumer cares deeply about the values of the brands they support, and that applies to sponsors, clubs, and governing bodies alike.
Allyship: The Most Underrated Force for Change
Perhaps the single most powerful—but often underemphasised driver of lasting cultural change is allyship. The term “ally” gets used a great deal, but what does it mean in practice particularly for men who hold most leadership positions in football and business?
A true ally commits to more than not discriminating; they actively use their influence to promote fairness, include women in conversations and networks, and challenge inequity where it arises. This can be as simple as ensuring everyone’s voice is heard in a meeting, or as significant as sponsoring a colleague’s career progression. Allyship might mean challenging a peer when a female colleague is spoken over or introducing a promising woman to a valuable contact. Sometimes, the most effective support is delivered quietly opening doors behind closed doors, coaching and mentoring, or amplifying others’ achievements. And, crucially, male allies must be willing to “be uncomfortable” and challenge accepted norms among other men. This is where culture truly shifts.
Organisations like Women in Football have recognised that true progress relies on male and non-binary allies. In fact, some 17% of their membership identifies as such. If the people who have decision-making power are part of the solution, the rate of change becomes exponential.
The Growing Commercial Opportunity
The business case for diversity in football is compelling. Fans of women’s football, and women’s sport generally, have a higher propensity to support brands that genuinely invest. Not only are they more likely to buy from those companies, but they are also more discerning, quickly spotting insincerity or opportunism. Commercial partnerships that deliver mutual, measurable benefit are increasingly possible and increasingly significant as the women’s game grows and they are expected to grow together with continued investment and stability.
For brands seeking to partner with organisations in football, authenticity, longevity, and meaningful community engagement are paramount. Programmes that support real change such as leadership development, career transition for retiring players, grassroots coaching, and mentoring are built for lasting value. Strategic partnerships don’t just look good; they fuel the growth of the game and everyone involved.
Lessons for Every Business Leader
Football is a lens that focuses the challenges and opportunities of gender diversity, allyship, and inclusion that every industry grapples with. The lessons are not unique to sport:
- Diversity delivers better outcomes. Diversity of gender, ethnicity, thought, and background is a proven driver of innovation and financial performance.
- Culture is king. The rules can change, but culture only shifts when allies at all levels do the underlying work—listening, challenging, and role-modelling.
- Bring people in, let them stay. Recruitment is only the first step; a true sense of belonging and opportunity is what keeps talent engaged.
- The customer is watching. Whether it is a fan in the stands, a customer in a shop, or a client in the boardroom, the expectation for authentic diversity is rising.
- Allyship is action. The conversation isn’t enough; active sponsorship, intervention, and advocacy are powerful levers to accelerate inclusion.
How Partnerships Can Accelerate Progress
Forging strategic partnerships can help organisations build internal capability, nurture talent, and access new markets or audiences. For instance, working with a specialist like Women in Football means tailored interventions—from unconscious bias training and ally workshops to leadership development and mentoring. There is no “one size fits all”, but genuine listening and co-design produce results that matter: more diverse pipelines, better team performance, and stronger commercial narratives.
Just as importantly, these partnerships strengthen not only the outward-facing brand, but also internal confidence. Smaller organisations, especially, often rely on trusted partners for the operational rigour, be it HR, finance, or governance, that frees them up to focus on their mission. The best partnerships are collaborative, flexible, and ambitious for real impact.
Final Thoughts
Football is both a mirror and a microcosm of wider society, magnifying the opportunities and obstacles faced by women and other underrepresented groups. The recipe for sustainable progress is neither mysterious nor exclusive to the world of sport: build genuine pathways for talent, make representation visible and every day, and empower allies to champion equity at every level.
For companies and leaders in other sectors, the direction of travel is clear. Open the doors, do the work, and make allyship a habit—not just an aim. The payoffs will be cultural, social, and commercial.
To hear more, and for deeper insights from those creating real change in football and beyond, tune in to our recent conversation with Yvonne Harrison, Chief Executive of Women in Football, on Beyond Break Even.
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This post was inspired by insights shared in the “Beyond Breakeven” podcast episode featuring Yvonne Harrison, CEO of Women in Football. For further stories and actionable advice from business leaders at the growth coalface, subscribe to Beyond Breakeven.
