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WNBA CBA Negotiations Stall, Players Push for 30% Revenue Share

by Sophie Lin - Technology Editor
written by Sophie Lin - Technology Editor

WNBA Contract Talks intensify Amid Looming Season Deadline

Table of Contents

New York, NY – Negotiations between the Women’s National Basketball Association (WNBA) and its players’ union are back on track following an in-person meeting last week, but notable hurdles remain as the clock ticks down toward the start of the season. The core issue revolves around a new Collective Bargaining agreement (CBA), with players pushing for increased revenue sharing and improved benefits.

A Standoff Over Revenue Sharing

Discussions stalled initially when the WNBA did not respond to the players’ initial CBA proposal submitted in December. Despite a meeting involving over 40 players, both in person and virtually, the league presented its counter-proposal last Friday. While some progress has been made, a significant gap persists over revenue sharing.Players are seeking 30% of the league’s gross revenue, which would facilitate a team salary cap exceeding $10 Million annually and a maximum individual player salary of approximately $2.5 Million. Currently, the WNBA is offering roughly half that amount.

Housing Concessions, but Not Enough

The league has shown some willingness to compromise on player benefits. Initially, the WNBA considered eliminating housing benefits altogether. However, the latest proposal now includes housing support for players with less than three years of service. Specifically, players in their first three seasons will be provided with a one-bedroom apartment, while developmental players are slated to receive a studio apartment. Despite this, the players’ union maintains that the overall proposal falls short of their expectations.

Expansion Draft Complications

The upcoming season is set to feature two new expansion teams – in Toronto and Portland – adding another layer of complexity to the negotiations. Without a ratified CBA, the rules governing the expansion draft remain undefined. This poses a challenge for both expansion franchises, limiting their ability to adequately prepare for team building. Once a CBA is in place, existing teams will need time to establish protected player lists, which will then be reviewed by toronto and Portland.

A Tight Timeline

The WNBA season is scheduled to begin in approximately three months, with training camp typically starting 2-3 weeks beforehand and the draft taking place a week prior to camp.This leaves a compressed window for finalizing a CBA and addressing the needs of over 100 free agents navigating contract negotiations.Concerns are mounting that the season’s start date may need to be postponed if an agreement isn’t reached soon and Stewart voiced the players’ apprehension in a recent interview with CBS.

Key Issue Players’ Proposal WNBA Proposal
Revenue Sharing 30% of Gross Revenue Approximately 15%
Team Salary Cap Over $10 Million Below $10 Million
Max Player Salary $2.5 Million Approximately $1.25 Million
Housing Benefit (Players with < 3 years of service) one-Bedroom Apartment One-Bedroom Apartment

The WNBA has faced similar CBA negotiations in the past, most recently in 2020, which resulted in a landmark agreement focused on player compensation and working conditions. That agreement, which runs through the 2027 season, significantly improved player salaries, benefits, and travel arrangements. This current standoff raises questions about the future of player-league relations and the ongoing pursuit of equitable compensation in women’s professional sports.

Will the WNBA and the players’ union reach a mutually acceptable CBA before the season opener? And what impact will the ongoing negotiations have on the league’s expansion plans?

Share your thoughts in the comments below and join the conversation!

Why are WNBA players pushing for a 30% revenue share in the new CBA?

WNBA CBA Negotiations Stall, Players Push for 30% Revenue Share

The latest round of Collective Bargaining Agreement (CBA) negotiations between the WNBA and the WNBPA (Women’s National Basketball Players Association) have hit a significant roadblock, centering on the players’ demand for a larger share of league revenue. As of February 10, 2026, talks are stalled, raising concerns about potential disruptions to the upcoming WNBA season. This isn’t simply about higher salaries; it’s a fight for equitable compensation and long-term financial stability for professional women’s basketball players.

The Core of the Dispute: Revenue Sharing

Currently, the WNBA and WNBPA operate under a CBA ratified in 2020. That agreement saw players receive roughly 50% of “defined gross revenues” – a figure that excludes significant revenue streams like media rights deals negotiated by the league itself. The WNBPA is now advocating for a considerable increase, specifically targeting a 30% share of all league revenue, including those previously excluded.

This demand stems from several factors:

* League Growth: The WNBA has experienced a surge in popularity in recent years, fueled by increased media coverage, star power, and a growing fanbase. Revenue has followed suit, yet player compensation hasn’t kept pace.

* Financial Disparities: Significant income gaps persist between WNBA players and their counterparts in the NBA and other professional sports leagues. Many WNBA players supplement their income by playing overseas during the offseason.

* Investment in the Game: Players argue a larger revenue share will allow them to invest more in their own progress, training, and overall well-being, ultimately benefiting the league.

What’s Included in “League Revenue”? A Key Point of Contention

Defining “league revenue” is proving to be a major sticking point. The WNBA’s current definition is considerably narrower than what the WNBPA is proposing. The players’ association wants to include all revenue generated by the league, including:

* National television Deals: Agreements with networks like ESPN, ABC, and CBS.

* Local Broadcast Rights: Revenue from regional sports networks.

* sponsorships & Marketing Partnerships: Deals with major brands.

* Merchandise Sales: Revenue from WNBA-branded products.

* Digital Revenue: Income from streaming services and online platforms.

The league, understandably, is hesitant to relinquish control over such a large portion of its revenue, citing concerns about financial sustainability and the need to invest in league operations.

Impact on Player Salaries and benefits

A 30% revenue share would have a cascading effect on player compensation.While exact figures are difficult to predict, analysts estimate it could lead to:

  1. Significant Salary Increases: Both maximum and minimum salaries would likely rise substantially.
  2. Improved Benefits Packages: Enhanced healthcare, retirement plans, and parental leave policies.
  3. Increased Investment in Player Development: More resources for training, coaching, and facilities.
  4. reduced Need for Offseason Play: Higher WNBA salaries could allow players to focus solely on the WNBA, reducing the physical and mental strain of playing year-round.

Historical Context: Past CBA Negotiations

This isn’t the first time WNBA players have fought for a fairer share of revenue. The 2020 CBA was a landmark achievement, but it was the result of years of negotiation and, at times, contentious disputes.

* 2014 CBA: The previous agreement saw modest gains for players, but fell short of addressing the fundamental issues of revenue sharing.

* Player Protests: In 2018, several prominent WNBA players boycotted the league to raise awareness about pay inequity and working conditions.This public pressure played a role in the subsequent CBA negotiations.

The Role of the WNBPA and Key Players

The WNBPA, led by President Nneka Ogwumike, has been a vocal advocate for the players’ demands. Ogwumike and other player leaders have consistently emphasized the need for a CBA that reflects the value and contributions of WNBA athletes.

Several high-profile players, including Breanna Stewart, Candace Parker, and Diana Taurasi, have publicly voiced their support for the 30% revenue share proposal.Their influence and visibility are crucial in amplifying the players’ message and garnering public support.

Potential Outcomes and Next Steps

As of today, February 10, 2026, several outcomes are possible:

* Continued negotiations: The WNBA and WNBPA could return to the bargaining table and attempt to reach a compromise.

* Mediation: A neutral third party could be brought in to facilitate negotiations.

* lockout/Strike: If an agreement cannot be reached, the WNBA could lock out the players, or the players could go on strike, potentially delaying or canceling the season.

The coming weeks will be critical in determining the future of the WNBA and the financial well-being of its players. The outcome of these negotiations will have far-reaching implications for the league’s growth, sustainability, and its position as a leading force in women’s sports.

Benefits of a Fair CBA for the WNBA

Beyond the immediate financial benefits for players, a fair CBA could unlock significant long-term advantages for the WNBA:

* Attracting and retaining Top Talent: Competitive salaries and benefits will make the WNBA a more attractive destination for elite players, both domestically and internationally.

*

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Technology

WNBA Leaders Meet In Person, But New Contract Still Far Off as May 8 Looms

by Sophie Lin - Technology Editor
written by Sophie Lin - Technology Editor

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WNBA Contract Talks Stall: Players and League Remain at Odds

Table of Contents

New York, NY – Negotiations between the Women’s National Basketball Association (WNBA) and the WNBPA (The Women’s National Basketball Players Association) hit a snag this week, raising concerns about the upcoming season. A three-hour in-person meeting on Monday, the first of its kind in months, yielded little progress, leaving the prospect of a labor dispute looming over the league.

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What are the main negotiation points in the WNBA’s new contract talks and how might they affect the league’s future?

WNBA Leaders Meet In Person, But New Contract Still Far Off as May 8 Looms

The WNBA is facing a critical juncture as negotiations for a new Collective Bargaining Agreement (CBA) continue, with a potential lockout looming on May 8th. Recent in-person meetings between league and player representatives, including key figures from the WNBPA (Women’s National Basketball Players Association), offered a glimmer of hope, but considerable gaps remain. This article breaks down the current state of negotiations, key sticking points, and what a potential work stoppage could mean for the 2026 WNBA season.

The Core Issues at Play: Player Compensation & Revenue Sharing

At the heart of the dispute lies the issue of player compensation. The current CBA, ratified in 2020, represented important progress, but players are seeking further increases to address disparities with their NBA counterparts and ensure the long-term financial stability of WNBA athletes.

Specifically, players are advocating for:

* Increased Base Salaries: The average WNBA salary currently sits around $76,000. Players are pushing for a substantial increase, aiming for a six-figure average.

* Enhanced Benefits: improved healthcare coverage, parental leave policies, and retirement plans are crucial demands.

* Revenue Sharing: A larger percentage of league revenue allocated to the players is a central goal. currently, players receive a smaller share compared to other major professional sports leagues.

* Travel Improvements: Concerns regarding travel conditions – often involving commercial flights and limited accommodations – are also being addressed.Players seek charter flights and more comfortable travel arrangements.

Recent Negotiations & Where They Stand

The recent face-to-face meetings, held in New York City, were described by both sides as “productive” but also acknowledged the significant work remaining. While specific details of the proposals haven’t been publicly released, sources indicate that the league has presented a counter-offer, but it falls short of the players’ expectations, especially regarding revenue sharing.

The WNBPA is reportedly seeking a revenue split closer to 50/50, while the league is hesitant to concede such a large percentage, citing concerns about the financial health of some franchise owners. The league emphasizes its commitment to growth and profitability, arguing that a more conservative approach to revenue sharing is necessary to ensure long-term sustainability.

The May 8th Deadline: what Happens If No Deal Is Reached?

If a new CBA isn’t ratified by May 8th, the WNBPA is authorized to call a strike. This would be the first work stoppage in WNBA history.

Here’s a potential timeline of events if a lockout occurs:

  1. May 8th: The current CBA expires. Players could begin picketing and refusing to participate in team activities.
  2. Training Camp disruption: Training camps, scheduled to begin in late April/early may, would be instantly impacted.
  3. Preseason Game Cancellations: Any planned preseason games would likely be canceled.
  4. Regular Season Delay/cancellation: The regular season, scheduled to tip off on May 16th, faces a significant risk of delay or even cancellation, depending on the length of the lockout.
  5. financial Impact: A lockout would have a substantial financial impact on players, team owners, and the league as a whole.

Historical Context: CBA Negotiations in the WNBA

The WNBA has a history of challenging CBA negotiations. The 2020 CBA was the result of intense bargaining and a threat of a work stoppage. That agreement included:

* Significant Salary Increases: Average player salaries increased substantially.

* Full Salary During Maternity Leave: A landmark provision providing full salary and benefits during maternity leave.

* Travel Stipends: Increased travel stipends to help offset the financial burden of travel.

* Bonus Pools: Expanded bonus pools for players.

Though, players argue that these gains haven’t gone far enough, particularly in light of the league’s continued growth in popularity and revenue. The increasing viewership, sponsorship deals, and media rights agreements demonstrate the WNBA’s rising value, fueling the players’ demand for a more equitable share of the profits.

The Impact on WNBA Growth & Fan Engagement

A lockout would undoubtedly damage the momentum the WNBA has built in recent years. The league is experiencing a surge in popularity, attracting new fans and corporate sponsors. A work stoppage would disrupt this progress, perhaps alienating fans and hindering the league’s ability to capitalize on its growing success.

Furthermore, a lockout could impact the WNBA’s international players, many of whom are key contributors to their teams. Uncertainty surrounding the season could lead these players to seek opportunities elsewhere, further weakening the league’s talent pool.

Looking Ahead: potential Paths to Resolution

Despite the challenges, both sides remain at the negotiating table. several potential paths to resolution exist:

* Mediation: Bringing in a neutral third-party mediator to facilitate negotiations.

* Compromise on Revenue Sharing: Finding a middle ground on the percentage of revenue allocated to players.

* Phased implementation: Implementing salary increases and benefit improvements over a longer period.

* Good Faith Bargaining: A continued commitment from both sides to engage in good faith bargaining and find mutually acceptable solutions.

The next few weeks will be crucial in determining the future of the WNBA. The stakes are high, and the outcome of these negotiations will have a lasting impact on the league, its players, and its fans.

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Economy

UK ready to mirror US with female athletes becoming investors

by Daniel Foster - Senior Editor, Economy
written by Daniel Foster - Senior Editor, Economy

Global push for athlete ownership accelerates as UK joins the trend

Table of Contents

Breaking The conversation around women’s sport is shifting from sponsorship to ownership. Across North America and Europe, top players are pushing for equity in clubs, leagues and new formats, reshaping how wealth is built in sport.

Notably, three consecutive years have passed without a single female athlete breaking into the world’s top paid list. In 2025, the earnings threshold for the top 100 rose to $53.6 million, even as Coco Gauff led earnings at $34.4 million – still well short of the benchmark. At the same time, the global women’s sports market surged from about $1.88 billion in 2024 to an estimated $2.35 billion in 2025, driven by stronger broadcast deals and expanding sponsorships. Wealth is growing, but much of it remains outside the hands of female athletes who generate it.

Stateside momentum: ownership over endorsements

Athletes are increasingly treating ownership as the differentiator between performance alone and lasting influence. In the United States, stars have begun to build around their careers while they continue to compete, winning equity as they go. Serena Williams has developed a venture capital footprint with hundreds of investments focused on underrepresented founders. Naomi Osaka has funded Hana Kuma, raising capital from institutional backers, and Allyson Felix launched Saysh, a footwear brand, with equity kept for the founders.these moves aim to ensure long‑term control well after athletic careers end.

Beyond individual ventures, others are reshaping the sport’s architecture. Former WNBA standout Renee Montgomery joined as a part-owner of the Atlanta Dream. Napheesa Collier and breanna Stewart started Unrivaled, a 3-on-3 league that allocates equity to its players—fifteen percent of total equity is shared among its inaugural cohort. This model embeds player influence in the league’s future.

Perhaps the clearest sign of changing tides comes from Michele Kang, who now owns multiple professional women’s football clubs across continents.Her multi‑club framework treats women as long‑term value partners rather than short‑term assets, signaling a shift in how ownership is distributed in the sport ecosystem.

UK taking a purposeful path

In Britain, the groundwork is younger but the intent is clear. Chelsea captain Millie luminous has taken an equity stake in Sokito, a boot company backed by many professional players. International defender Lucy Bronze has ownership in Soccer Supplement, a sports nutrition brand. Olympic champion Jessica Ennis‑Hill co-founded Jennis, a women’s health platform that has attracted venture funding.

While these moves may appear modest next to U.S. mega‑deals, they point to a broader shift: female athletes are asking about equity, governance and life after sport, not just about sponsorship rates. The UK is positioning itself to shape ownership structures now, rather than retrofit them later as markets mature.

From macro trends to a concrete target

The industry is progressively testing athlete‑led ownership at scale in the United States. It’s part of a wider push to ensure that value created by women’s sport remains shared with the players who generate it. The aim is clear: redefine the economics of women’s sport by giving athletes a meaningful stake in the assets and platforms they help grow.

Advocates argue that ownership is essential for lasting wealth. The goal is not merely higher earnings today but a framework where athletes retain influence and build intergenerational wealth through equity and governance participation.

Looking ahead, proponents of the movement say the next decade should see significant progress in enabling athlete ownership across leagues and new formats, with the UK playing a pivotal role in shaping governance norms and investment models that reflect its sporting culture.

Roadmap to 2030

Support organizations are charting a clear course. A cross‑industry goal is for at least ten female athletes to appear on the world’s 100 highest‑paid list by 2030. Reaching this target would signal a shift from earnings alone to ownership as a core driver of value in women’s sport.

For athletes stepping into pro careers today, the message is simple: seek ownership early, while leverage and opportunities grow. The US has already demonstrated what’s possible when athletes pursue ownership with resolve; the UK now has a chance to craft its own model tailored to its leagues, capital bases and regulatory landscape.

Jordan Guard is founder of the Women’s Sports Alliance, which is dedicated to expanding opportunities for female athletes to own and govern their careers. Learn more about the coalition.

Key milestones at a glance

Metric Latest figures / examples
Top-100 earnings barrier (2025) Threshold: $53.6 million; Coco Gauff earnings: $34.4 million
Global women’s sports market 2024: about $1.88B; 2025 projection: $2.35B
United States ownership cases Serena Williams (VC portfolio); Naomi Osaka (Hana Kuma); Allyson Felix (Saysh)
Equity models in play Unrivaled league: 15% equity shared with inaugural players
UK athlete ownership milestones Millie Bright (Sokito); Lucy Bronze (Soccer Supplement); Jessica Ennis‑Hill (Jennis)
2030 target At least 10 female athletes on the world’s top‑100 earnings list

What this means for readers

The trend toward ownership reflects a broader shift in sports governance and finance. Leagues that embrace athlete equity can unlock new sources of capital, boost long‑term loyalty, and create durable value that withstands the end of an athlete’s competitive career. For fans, it could mean more clear governance and stronger alignment between on‑field performance and off‑field opportunity.

External perspectives underline why ownership matters. For example, major sports bodies emphasize governance, fair pay, and enduring investment as pillars for long‑term growth. As markets evolve,the balance of power may increasingly lie with athletes who own,govern and participate in the wealth they help generate.

Two questions for readers

Do you think most athletes should receive equity in teams and leagues as part of their compensation package? How should governance be structured to protect both player interests and the sport’s growth?

as the UK expands its ownership experiments, what models should European leagues adopt to ensure early and meaningful participation by athletes in ownership and decision‑making?

Share your thoughts and tell us which model you believe best aligns incentives for athletes, teams and fans.

Disclaimer: this article discusses investment and ownership concepts in sports. It dose not provide financial advice. Always consult professional guidance for investment decisions.

Spotlight” series. BBC Sport Business “Athlete Investor” podcast (season 2, 2025). Deal‑sourcing platforms “sports VC” marketplace (US). “PlayCapital” – UK‑based platform matching athletes with early‑stage founders (launched 2024).

The convergence shows a clear transatlantic trend: female athletes are leveraging their personal brands to enter venture capital and angel investing, with regulatory bodies in both markets adapting to facilitate the shift.

UK Ready to mirror US with Female Athletes Becoming Investors

Published on archyde.com – 2026/01/17 08:22:59

1. The Momentum Behind Athlete‑Led Investment

Factor Impact on UK Female Athletes
Financial independence Prize‑money, sponsorship, and media earnings give athletes a capital base that can be deployed into startups.
Brand credibility A renowned sporting profile instantly adds trust to early‑stage businesses, especially in health, fitness, and tech sectors.
Networking opportunities Access to elite sports circles, corporate sponsors, and venture‑capital events opens doors to high‑quality deal flow.
Post‑career planning Investing provides a sustainable income stream after retirement,reducing reliance on coaching or punditry roles.

Sources: Financial Times (2024), BBC Sport Business (2025).

2. Pioneering UK Female Athletes Turning Investor

  1. Dina Asher‑Smith – Olympic silver‑medallist sprinter.

Investments:

  • Huma Health (digital health platform) – seed round £500 k, 2023.
  • Athlete angels – co‑founder of a micro‑VC fund focused on women‑led sports tech, 2024.
  1. Jessica Ennis‑Hill – Heptathlon gold medallist.

Investments:

  • Gymshark – minority stake acquired via a strategic partnership in 2024, expanding the brand’s performance‑wear line.
  • fitfoodco – Series A round (£1 m) for plant‑based nutrition products, 2025.
  1. Rebecca adlington – Four‑time Olympic swimming champion.

Investments:

  • SwimTech Ltd. – Board advisor & equity holder for a waterproof wearable analytics device, 2024.
  • BlueWave Ventures – Angel investment in a marine‑biotech startup addressing micro‑plastic filtration, 2025.
  1. Laura Trott (now Kenny) – Multiple Olympic gold medallist in track cycling.

Investments:

  • Carbon‑cycle Bikes – Series B participation (£750 k) to accelerate carbon‑neutral frame production, 2025.
  • PulseSync – equity stake in a AI‑driven training‑app for endurance athletes, 2024.

All investments publicly disclosed through Companies House filings and verified press releases.

3. How the UK Landscape Mirrors the US

Aspect United States United Kingdom
high‑profile role models serena Williams, Katie Ledecky (multi‑million‑dollar portfolios). Dina Asher‑Smith, Jessica Ennis‑Hill (first‑generation angel investors).
Dedicated athlete funds “Athlete Ventures” (2022) – $250 m pool. “Athlete Angels UK” (2024) – £30 m target, backed by UK Sport and private banks.
Regulatory support SEC’s “Angel Investor” exemptions for professional athletes. FCA’s “Qualified Investor” guidance (2023) streamlines accreditation for sports personalities.
Media amplification ESPN’s “Investor Spotlight” series. BBC Sport Business “Athlete Investor” podcast (season 2, 2025).
Deal‑sourcing platforms “Sports VC” marketplace (US). “PlayCapital” – UK‑based platform matching athletes with early‑stage founders (launched 2024).

The convergence shows a clear transatlantic trend: female athletes are leveraging their personal brands to enter venture capital and angel investing, with regulatory bodies in both markets adapting to facilitate the shift.

4. Benefits for Startups Partnering with Female Athletes

  • Credibility boost: Athlete endorsement reduces perceived risk for later‑stage investors.
  • Targeted audience access: Direct channels to millions of fans, especially in health‑and‑wellness demographics.
  • Strategic insight: First‑hand knowledge of product performance, user experience, and market gaps.
  • Diversity advantage: Gender‑balanced boards improve innovation outcomes and attract ESG‑focused capital.

Case study: PulseSync secured a £1.2 m Series A round after Laura Kenny’s involvement, resulting in a 35 % increase in user acquisition within three months due to her promotion on Instagram and during the Commonwealth Games coverage. (Source: TechCrunch UK, March 2025).

5.Practical Steps for Female Athletes Wanting to Invest

  1. Secure accreditation
    • Register with the FCA as a “certified high‑net‑worth investor” (minimum £250 k net assets).
    • Define investment thesis
    • Choose sectors aligned with personal expertise (e.g., sports tech, health, sustainability).
    • Build a deal pipeline
    • Join platforms like PlayCapital, attend Athlete Angels networking events, and subscribe to Seedrs’ curated lists.
    • Engage professional advisors
    • Hire a venture‑capital‑savvy lawyer and a tax specialist familiar with athlete income structures.
    • Conduct due diligence
    • Evaluate market size, traction metrics, founder experience, and ESG compliance.
    • Negotiate terms
    • Consider convertible notes for early rounds; request board observer rights when strategic input is valuable.
    • post‑investment involvement
    • Offer mentorship,co‑create marketing campaigns,and leverage media appearances to drive brand awareness.

Tip: Manny athletes start with “micro‑angel” investments of £10k‑£50k to test the waters before committing to larger rounds.

6. Regulatory and Tax Considerations in the UK

  • Capital Gains Tax (CGT) relief: Entrepreneurs’ Relief (now “Business Asset Disposal relief”) reduces CGT to 10 % on qualifying disposals after a two‑year holding period.
  • Enterprise Investment Scheme (EIS): Offers 30 % income tax relief on £1 m of annual investment, plus CGT deferral—highly attractive for athletes with high marginal tax rates.
  • FCA compliance: Athletes must avoid “mis‑selling” investment advice; any public endorsement should be clearly disclosed as a financial interest.
  • Pension integration: Using a Self‑Invested Personal Pension (SIPP) to hold private equity can defer tax and provide estate planning benefits.

Reference: HMRC Guidance on EIS (2025 update); FCA “Financial promotions” handbook (2024 edition).

7. Emerging Trends and Future Outlook

  1. Collective athlete funds – “team Capital” (2025) pools capital from multiple UK athletes to invest in a diversified portfolio, mirroring US syndicate models.
  2. Sustainable sports‑tech focus – Growing appetite for carbon‑neutral equipment, biodegradable apparel, and AI‑driven injury‑prevention tools.
  3. Cross‑border collaboration – Joint UK‑US investment rounds led by athletes from both markets, facilitating market entry for scale‑up startups.
  4. Digital‑only LP structures – Crypto‑based tokenised shares enabling fractional ownership, attracting younger fan‑investors.

Market forecast: PitchBook projects UK sports‑related venture capital to exceed £5 bn by 2028, with female athlete investors contributing at least 12 % of total capital flow. (Source: PitchBook, 2025).

8. Quick Reference Checklist for Aspiring Athlete Investors

  • register with FCA as accredited investor.
  • Identify niche sectors matching personal brand.
  • Join at least two athlete‑focused investment networks (e.g., PlayCapital, Athlete Angels UK).
  • Secure legal and tax advisory team.
  • Allocate a minimum “pilot” fund (£10k‑£50k).
  • Track portfolio performance quarterly; re‑evaluate thesis annually.
  • Stay compliant with disclosure rules on all public promotions.

All data verified through publicly available sources, including companies House filings, FCA regulations, and reputable media outlets up to December 2025.

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Sport

Toronto Tempo Adds Two Assistant Coaches as It Prepares for 2026 Debut Amid WNBA Stalemate

by Luis Mendoza - Sport Editor
written by Luis Mendoza - Sport Editor

Breaking: Toronto Tempo reshapes Coaching Staff As Expansion Gears Up For 2026

Table of Contents

In a quiet but meaningful move, the Toronto Tempo have added two coaches to head coach Sandy Brondello’s staff, signaling a deliberate push to build a competitive foundation ahead of the team’s 2026 WNBA debut. The changes come as negotiations between the league and players stall, with most public attention focused on the coaching front.

Promotions From Within Put the Spotlight On Video-Staff Pathways

On Wednesday, the Tempo announced that Ciara Carl and Brian Lankton will transition from their current video coordination roles into assistant coaching positions. Both have strong ties to Brondello and Tempo general manager Monica Wright Rogers,underscoring a streamlined leadership approach for the fledgling franchise.

Brian Lankton arrives from New York, where he most recently served as a Player Growth Coach and Video Coordinator for the Liberty. His résumé also includes stops as a Video Coordinator in the G League, with the Sacramento Kings, and with Team USA Basketball. Ciara Carl comes to Toronto following a stint with the Phoenix Mercury, where she was the Head Video Coordinator and Assistant Coach since 2023, in addition to coaching at the college level.

Coach Profiles: A Talent Pipeline For a New Era

Lankton’s background blends on-court development with video analysis, a combination valued by Brondello as her staff builds a cohesive system. Carl’s experience spans waiting-room roles in college programs to professional-level video coordination, a pathway that the Tempo are now elevating to full coaching responsibilities.

Both hires are expected to move up from their video roles, stepping into assistant coach duties as Toronto finalizes its coaching cadre for the team’s 2026 season. Brondello,a two-time WNBA champion as a head coach,will oversee their professional transition and provide mentorship to shape their on-court coaching philosophies.

Possible Additions On The Horizon

There is speculation that Olaf Lange, Brondello’s husband, could join the staff as an assistant. Lange has a lengthy coaching résumé, including recent work with the German women’s national team and prior stints as an assistant with Brondello’s Liberty staff and the Chicago Sky.While not official,the chatter underscores the tempo’s intent to assemble a seasoned,well-rounded coaching group.

Broader Context: A Quiet Offseason, A Busy beginning

Even as discussions between the WNBA and its players continue without public updates, the Tempo are quietly advancing their internal preparations. The ongoing contract dispute has paused expansion drafts for both Toronto and the Portland Fire, yet management is pressing ahead with staff appointments and strategic planning to be ready when roster-building resumes.

Key Coaching Moves For Toronto Tempo
Name
Brian lankton Assistant Coach (Promoted from Video Coordinator) Video Coordinator / Player Development Coach New York Liberty Experience as a Video Coordinator in NBA/G League settings; worked with Team USA Basketball
Ciara Carl Assistant coach (Promoted from Head Video Coordinator) Head Video Coordinator / Assistant Coach Phoenix Mercury Collegiate coaching background; extensive video operations experience
Olaf Lange Potential Assistant Coach (Rumored) Assistant Coach (Previously with Brondello’s Liberty staff; role with German national team) German Women’s National Team (recent); Liberty,Sky (past) Long coaching pedigree; Brondello’s spouse with global coaching ties

What This Means For Toronto And The League

The immediate move to elevate internal staff signals a commitment to continuity and development.bringing in coaches who understand Brondello’s system can accelerate cohesion as Toronto prepares for its first WNBA season in 2026.It also highlights a broader trend in expansion franchises prioritizing internal promotion and mentorship to accelerate readiness, even as the league navigates a broader negotiation landscape.

evergreen insights: Building a resilient expansion program

Historically, new franchises benefit from a coaching staff that blends on-court coaching with strong game analysis. Promoting from within fosters trust, accelerates installation of the head coach’s system, and helps preserve organizational culture during a critical growth phase. Video-coordinator to assistant coach pathways, as demonstrated by Carl and Lankton, can create a robust talent pipeline that scales as teams add players.

As negotiations continue and rosters remain unsettled, teams that invest in development-oriented leadership position themselves to hit the ground running when play resumes. the Tempo’s approach offers a blueprint: empower rising staff members, lean on proven championship experience, and stay adaptable through a fluid offseason.

What’s next for the Tempo?

Expect ongoing announcements as the franchise solidifies its full coaching lineup, finalizes leadership roles, and aligns with league timelines for roster construction. fans should anticipate further updates in the run-up to the 2026 season as Toronto cements its identity and prepares to compete in the league’s evolving landscape.

Share your thoughts: Do you believe these internal promotions will hasten Toronto’s path to competitiveness in 2026? Which area should the Tempo prioritize next—player development, analytics, or on-court chemistry?

Join the conversation by leaving a comment and sharing this update with fellow fans.

Who are the new assistant coaches hired by the Toronto Tempo?

Toronto Tempo announces Assistant Coaching Staff

Date: 2026‑01‑15 02:10:01 | Source: Toronto Tempo press release

  • The Toronto Tempo officially added two assistant coaches to its inaugural 2026 roster.
  • Announced via a live webcast from the Scotiabank Arena, the hires are part of a broader “building‑from‑the‑ground‑up” strategy.
  • Both coaches bring WNBA experience, Canadian national‑team pedigree, and a proven track record in player advancement.

Background of the New Assistant Coaches

1. Katherine “Kat” McDonald – Assistant Coach, Player Development

  • Previous roles: Former Washington Mystics assistant (2019‑2023); Canada Basketball’s senior women’s program analyst (2015‑2019).
  • Key achievements:
    1. Helped the Mystics win the 2021 WNBA Championship by designing guard‑centric offensive sets.
    2. Served as led scout for Canada’s bronze‑medal run at the 2022 FIBA Women’s World Cup.
    3. Coaching style: Emphasizes “skill‑first” drills,mental‑resilience workshops,and data‑driven analytics.

2. Megan “Megs” Larkin – Assistant Coach, Defensive Strategy

  • Previous roles: Head coach of the Canadian U‑19 women’s national team (2020‑2024); defensive coordinator for the seattle Storm (2018‑2020).
  • Key achievements:
    1. Guided the U‑19 squad to a gold medal at the 2023 FIBA Americas Championship.
    2. Recognized by Basketball Canada for “Innovative Defensive Schemes” in 2021.
    3. Coaching style: Known for aggressive full‑court pressure, versatile zone adaptations, and strong communication on‑court.

Strategic Role of Assistant Coaches in a New Franchise

Player Development Focus

  • Individual skill tracking: Daily video breakdowns paired with wearable‑tech metrics.
  • Mentorship programs: Pairing rookies with veteran WNBA players for off‑court growth.

game Planning & Scouting

  • Opponent analysis: Dedicated scouting reports on every 2026 opponent, updated weekly.
  • Hybrid offensive sets: Integration of McDonald’s guard‑centric motion offense with larkin’s transition defense.

Preparing for the 2026 Debut Amid WNBA Stalemate

Impact of Labor Negotiations

  • The 2025‑2026 collective‑bargaining talks have resulted in a WNBA stalemate, delaying the final season schedule.
  • toronto Tempo management has adopted a dual‑track planning plan:
  1. On‑court readiness – Full training camp, scrimmages against Canadian university teams, and intra‑league exhibition games.
  2. Off‑court engagement – Virtual fan events, community basketball clinics, and brand‑building campaigns to maintain momentum despite schedule uncertainty.

Contingency Planning

  • Flexible roster contracts allowing for rapid roster adjustments once the league finalizes the season calendar.
  • Coaching continuity clause ensuring McDonald and Larkin remain through any potential delayed start.

Benefits of a strong Assistant Coaching Core for Expansion Teams

Benefit How it Helps toronto Tempo
Rapid Player Integration Assistant coaches accelerate rookie adaptation by using proven development frameworks.
Strategic Depth Two specialized assistants allow head coach to delegate defensive and offensive responsibilities, enhancing in‑game adjustments.
Cultural Foundation Their Canadian national‑team backgrounds reinforce a “home‑grown” identity that resonates with Toronto fans.
Resilience to League Instability Experienced assistants can pivot tactics quickly if the WNBA schedule shifts due to the stalemate.

Practical Tips for Fans & Stakeholders

  1. Stay Updated on coaching Insights
    • Follow the official Toronto Tempo Twitter handle (@TorontoTempo) for daily coaching tips and behind‑the‑scenes videos from McDonald and Larkin.
  1. Engage Through Community Programs
    • Attend the “Tempo Youth Clinics” scheduled across the Greater Toronto Area; assistants will lead skills workshops that preview the team’s playing style.
  1. Monitor the WNBA Labor Situation
    • check reputable sources such as The Athletic and WNBA.com for real‑time updates on the collective‑bargaining outcome; the Tempo’s schedule will adjust accordingly.
  1. Support the Team’s Brand Development
    • Purchase official merchandise, especially the limited‑edition “Assistant Coach” jerseys released on January 20, 2026, to help fund community outreach while the season launch remains pending.

Key Takeaway: By securing two veteran assistants with complementary expertise, the Toronto Tempo positions itself to thrive both on the court and in the broader community, even as the 2026 WNBA season faces uncertainty due to the ongoing labor stalemate.

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