Africa’s Women’s Football Boom: Can Growing Investment Turn Sporting Success into Lasting Progress?

With global women’s sports revenues projected to reach at least $3 billion in 2026, former CAF Executive Committee Member Isha Johansen calls for stronger investment, leadership opportunities and long-term development to secure the future of women’s football across Africa.

Women’s football in Africa is experiencing growing commercial interest, expanding audiences and increased investment. However, transforming this momentum into sustainable development will require stronger domestic leagues, better infrastructure and greater opportunities for women across the sport.

In an opinion piece published on 19 October 2026, Isha Johansen, former Confederation of African Football (CAF) Executive Committee Member and the first West African woman to serve on the FIFA Council, argues that women’s football must be recognised as a serious investment opportunity rather than a charitable initiative.

Her comments follow the TotalEnergies CAF Women’s Africa Cup of Nations in Morocco, held across Rabat, Casablanca and Fez. Johansen believes the tournament represents an important moment for African football, highlighting the potential of women’s sport to contribute to economic development, gender equality and social inclusion.

Women’s Sports Revenue Expected to Reach $3 Billion in 2026

The global women’s sports industry is experiencing significant commercial growth. According to figures cited in Johansen’s commentary, revenues are expected to reach at least $3 billion in 2026, representing an increase of 340% over four years.

Growing attendance, broadcast audiences and sponsorship interest are helping change the perception of women’s sports as an investment category.

However, Johansen notes that the commercial value of women’s football in Africa remains difficult to measure. Funding continues to depend heavily on sporting associations, governments and a limited number of sponsors, while major broadcasting agreements and consistent ticket revenues remain relatively uncommon.

This creates uncertainty for domestic clubs and competitions, particularly those seeking to establish professional structures and retain talented players.

Johansen argues that the opportunity lies in developing sustainable business models that support women’s football beyond individual tournaments.

CAF Doubles Women’s Africa Cup of Nations Prize Money

Recent developments reflect growing investment in African women’s football.

According to the commentary, CAF doubled the Women’s Africa Cup of Nations prize money to $5.8 million, including $2 million for the winning team.

The tournament featured 16 national teams, while television and sponsorship revenues reportedly increased by 40%. Matches were broadcast across more than 100 channels, strengthening the competition’s visibility among African and international audiences.

Domestic competitions have also attracted significant commercial commitments.

Nigeria’s NWFL Premiership secured a ten-year partnership valued at ₦20 billion, while South Africa’s women’s league signed a R17 million naming-rights agreement.

Source: Isha Johansen’s commentary, distributed by APO Group on behalf of CAF, 19 October 2026.

These figures highlight the progress being made, although Johansen emphasises that long-term growth will depend on ensuring investment reaches clubs, players and grassroots programmes.

Why African Women’s Football Risks Losing Its Best Talent

Despite growing audiences and commercial interest, African women’s football continues to face structural challenges.

One of the most significant concerns is the movement of talented players to Europe and the United States, where professional opportunities, financial rewards and sporting infrastructure are often more developed.

Although international transfers can benefit individual players, the departure of leading talent creates challenges for domestic leagues seeking to strengthen competition and attract supporters.

Financial inequality also remains an issue. Johansen highlights historical disparities in South Africa, where women’s national team players previously earned substantially less than their male counterparts.

While progress has been made, unequal pay, limited professional opportunities and underrepresentation in leadership continue to affect the development of women’s football.

Johansen points to South Africa’s Desiree Ellis and Kenya’s Beldine Odemba as examples of women demonstrating the importance of greater access to coaching and leadership roles.

Their achievements highlight the potential that can emerge when women are provided with meaningful opportunities to develop their expertise and contribute to the sport.

Mentorship and Grassroots Investment Are Essential

Johansen identifies mentorship as an important factor in supporting the next generation of female footballers, coaches and administrators.

She argues that many successful women in football benefited from individuals who provided guidance, professional opportunities and access to leadership networks.

Formal mentorship programmes could help expand those opportunities by connecting emerging talent with experienced sporting professionals.

However, mentorship must be supported by investment in training facilities, grassroots football, coaching education and professional development.

Johansen calls for stronger collaboration between governments, football organisations and private investors to establish infrastructure that supports women throughout their sporting careers.

Such investment would help create pathways from youth football into professional competitions and leadership positions.

Digital Platforms and Private Investment Could Drive Growth

The expansion of digital media presents new opportunities for African women’s football to reach audiences and generate commercial revenue.

Johansen highlights streaming platforms, athlete-led content and direct fan engagement as potential alternatives to traditional broadcasting models.

Social media platforms such as TikTok and Instagram are already helping younger supporters engage with teams and players, creating opportunities for clubs and athletes to develop their visibility.

Greater digital engagement could also support sponsorship partnerships and strengthen relationships between supporters and domestic leagues.

Johansen points to organisations such as Tibu Africa, which uses sport to support youth empowerment and social development, as an example of how football can create opportunities beyond competition.

Its work illustrates the potential benefits of collaboration between businesses, public institutions and civil society in creating access to sport for young people.

More Women in Football Leadership Could Accelerate Progress

Greater representation of women in decision-making positions is another important priority highlighted in Johansen’s commentary.

Although women’s football continues to grow, coaching positions, administration and leadership roles remain disproportionately occupied by men.

Johansen argues that increasing women’s participation in these areas can strengthen the sport while providing visible role models for younger generations.

Governments also have a responsibility to create fair and transparent investment environments, while regional sporting organisations can help align development standards and improve access to resources.

Media representation forms another part of this process. Greater visibility for female athletes, commentators, coaches and administrators can help challenge traditional perceptions and encourage wider participation.

Johansen also highlights TotalEnergies’ partnership with CAF, describing it as an important contribution to the visibility and development of African football.

However, she stresses that sustainable progress will require long-term cooperation rather than depending solely on individual sponsors or sporting events.

Women’s Football Could Become a Driver of African Economic Growth

Beyond its sporting significance, women’s football offers opportunities for employment, tourism, broadcasting, sponsorship and local business development.

Successful international competitions can attract visitors, increase commercial activity in host cities and provide platforms for African athletes to reach global audiences.

Domestic leagues also have the potential to support jobs in coaching, sports administration, media production, event management and related industries.

For Johansen, the challenge is ensuring that the current momentum translates into lasting improvements rather than temporary attention surrounding major tournaments.

The Women’s Africa Cup of Nations has demonstrated the growing interest in women’s football across the continent. The next step is to strengthen the institutions and commercial structures that will allow that interest to develop into sustainable growth.

Johansen’s central message is that Africa has an opportunity to invest in its own talent, expand opportunities for women and establish football as a stronger contributor to economic and social development.

The future of African women’s football will depend not only on trophies and tournament results, but on the investment, leadership and infrastructure built long after the final whistle.

About Isha Johansen

Isha Johansen is a Sierra Leonean football administrator, former CAF Executive Committee Member and the first West African woman to serve on the FIFA Council.

She has advocated for women’s participation, leadership and development within African football.