The National Women’s Soccer League‘s commissioner, Jessica Berman, has indicated a desire to extend the league’s expansion programme further than the 18-team target currently scheduled for 2028. Berman, who took office in April 2022 when the league had 12 teams, has overseen growth to 16 clubs and a roadmap that adds two more teams by 2028. The ambition now is to explore whether 20 clubs is the right long-term size for the NWSL and what that would require commercially and logistically.
Why growth remains a priority
The league’s steady enlargement has been driven by rising commercial interest, higher broadcast visibility and a deeper talent pool across the United States. Expansion brings new markets, sponsors and local investment, and it spreads the professional pathway for college and youth players. For the NWSL, growth is also about building broader regional rivalries and strengthening the league’s hand in negotiating media and commercial deals. Those benefits, however, must be balanced against the risk of diluting quality if clubs are added too quickly without infrastructure in place.
What 20 teams would change on the pitch and off it
- Schedule complexity: Increasing to 20 clubs would force a rethink of the regular-season calendar and the Champions League qualification picture in North America.
- Player distribution: Two extra teams would increase demand for professional players, creating opportunities but also raising questions about the depth of experienced talent and development pathways.
- Commercial reach: More clubs open new regional sponsorships and local partnerships, which can strengthen the league’s overall revenue base if individual teams are viable.
- Facilities requirement: New entrants need stadia, training centres and youth academies; meeting those standards is essential to avoid short-term instability.
Operational and financial challenges
Expansion is not simply a matter of approving new ownership groups. The league must ensure owners can sustain operations in a sport with seasonality and relatively concentrated revenues. Expansion fees, stadium deals and investment in build-outs are all part of the calculation. The NWSL will also face decisions about roster rules, salary caps and player acquisition mechanisms to maintain competitive balance. Any move to 20 teams will therefore require coordination between the commissioner’s office, club owners and the players’ association to agree on governance and financial guardrails.
Timing and the process ahead
Berman has overseen a clear timetable that previously mapped growth from 12 teams in her first season to 16 today and 18 by 2028. Moving beyond that means a fresh evaluation of market readiness and the league’s strategic priorities. The next steps are likely to include targeted outreach to potential ownership groups, assessments of proposed stadium sites and more detailed financial modelling. The league will also need to weigh the international calendar and competition commitments when deciding whether the 20-team model is feasible within the current season structure.
Stakeholder responses and likely outcomes
Owners and investors typically welcome expansion that increases the sport’s footprint, but they also expect clear standards and protections against early failures. Players and coaches will want assurances that additional clubs will be competitive and that player welfare receives attention as the talent pool stretches. If the NWSL proceeds carefully, a phased approach — adding clubs only when infrastructure and ownership meet league standards — is the most likely path. That would allow growth without sacrificing the competitive quality that has become a hallmark of the league.
