Women’s sports are experiencing a historic moment. Season after season, it continues to break records for attendance, audiences and social media engagement. Yet the enthusiasm of fans has still not translated into revenues that reflect its cultural impact.

According to a recent McKinsey study in the United States, closing this monetisation gap represents a $2.5 billion opportunity by 2030 — more than double the nearly $1 billion currently generated by women’s sport.

Rapid growth, with room to go further

The report reveals that between 2022 and 2024, revenues from women’s sport grew 4.5 times faster than those of men’s sport. And yet, sport played by women still represents less than 2% of the total US sports market. Demand is clearly there. Turning that demand into sustained economic value, however, requires investment, creativity and long-term commitment

At present, sponsorship is the largest revenue stream, generating more than $250 million in 2024. This is followed by ticket sales, broadcasting rights ,which account for around 20% of total revenues and merchandising. Of all these, broadcast rights offer the greatest potential for growth. Despite rising audiences, they continue to be sold at significantly lower prices than those of men’s sport.

A young and expanding audience

Fan behaviour also points to untapped opportunity. Only 1% of followers consume women’s sport exclusively, while 77% follow both men’s and women’s competitions. Notably, 60% of fans have started following women’s sport in the past five years, driven by major events such as the Olympic Games and the Women’s World Cup. Although just 39% describe themselves as “passionate fans” (compared to 69% in men’s sport ) engagement is becoming increasingly active. This shift is already translating into higher ticket sales, increased broadcast consumption and growing demand for merchandise.

Four key players to close the gap

The McKinsey report identifies four key levers essential to transforming this momentum into sustainable revenue:

  • Sponsors and brands, which are already increasing investment in leagues and athletes.
  • Media outlets, responsible for ensuring greater visibility on TV and streaming platforms.
  • Private investors, who fund the launch of new leagues and competitions.
  • Rights holders (clubs, federations, and athletes themselves), tasked with professionalizing management and enhancing the value of assets.

The growth of the NWSL in football, the expansion of the WNBA in basketball, and the emergence of new competitions such as Unrivaled and League One Volleyball show that the ecosystem is ready for a qualitative leap.

The time is now

For brands, entering women’s sport early offers a double return. On the one hand, it means supporting a more equitable sporting landscape and aligning with the values consumers increasingly expect. On the other, it allows brands to build presence and value before sponsorships and media rights become significantly more expensive. Success lies in combining investment with storytelling. Audiences are looking for authentic narratives, hybrid experiences and athletes who are not only elite performers, but also creators and cultural role models.

APPLE TREE: committed to equality

At APPLE TREE, this is not theoretical. For years, we have supported women’s sport through action, not just words. We sponsor youth teams at CFF Olympia Las Rozas and support the Women’s Sports Society (WSS), initiatives that promote gender equality and help ensure girls and women have the same opportunities as their male counterparts.

Our experience shows that when purpose and business move in the same direction, the return is twofold: social impact and brand growth.