Jeff LorentzenNov 18, 2025, 08:00 AM ETCloseJeff Lorentzen reports on professional athletics for ESPN, with an emphasis on the USWNT and NWSL. He started The Press Box in 2009, a sports media source, and has received recognition at NBC Sports and Olympics.The NWSL has prominently featured in the burgeoning interest surrounding women’s sports. While there has been considerable economic advancement, the league encounters more complex obstacles amidst a shifting worldwide market. How effectively can the NWSL navigate this competitive landscape? What are the most critical issues the league will face soon?To gain insights, ESPN consulted with general managers (or leading soccer executives) from across the league for our second annual confidential survey. Leading technical personnel representing 15 out of 16 teams participated in individual surveys conducted via video conferencing or personal meetings.To encourage frank dialogue, GMs were guaranteed anonymity, enabling them to address delicate matters such as regulatory violations, salary constraints, assessments of league administration, and the relationship between the league and the U.S. Soccer Federation. Although consensus emerged on certain topics, their perspectives on opportunities and difficulties varied considerably.The NWSL GMs were questioned on various subjects, including salary limitations, teams circumventing regulations, and potential locations for expansion. Their collective responses provided significant revelations.ESPN1. “The salary threshold — set at $3.5 million per club for 2025 — extends through 2030. Are you concerned that this cap might hinder the league’s competitiveness with European clubs, which operate without such restrictions?”The NWSL mandates a strict salary ceiling for each team, a marked difference from prominent European leagues like those in England, France, and Spain. NWSL GMs are unambiguous: the salary cap, despite projected increases, poses a challenge for the league.This year, the GMs voiced their concerns about the salary cap so emphatically that 10 out of 15 surveyed identified it as the rule they would amend. Additionally, 10 out of 15 cited talent preservation and global competitiveness — both linked to the cap — as major obstacles for the league. Two suggested it should be completely eliminated.Respondents indicated that competition from abroad is currently restricted to a select group of teams, notably Chelsea and OL Lyonnes. One GM described this group as consistent participants in the UEFA Champions League quarterfinals. Recent transfers of USWNT mainstays Naomi Girma and Alyssa Thompson to Chelsea have amplified concerns. “I fear a cascade effect,” one general manager commented.This cascade could happen quicker than anticipated, as Trinity Rodman’s contract with the Washington Spirit is set to expire next month, drawing considerable interest from European clubs. Rodman expressed to ESPN’s Futbol W earlier this year that she has “always considered playing abroad at some point,” and “it’s simply a matter of when.” Yet, negotiations with the Spirit have reached a standstill because of salary constraints.”Currently, talent flows in a single direction,” another GM noted. “We’re not observing the reverse. We’re not seeing leading players in their prime joining us from premier clubs. For now, only a few players have departed, but it could become a problematic trend.”League executives have consistently upheld the salary cap as crucial to the league’s achievements, but one GM countered: “Why prioritize parity? While it exists in other American sports, it’s absent from global soccer. If the objective is to become the world’s best league, those familiar with soccer recognize the English Premier League in men’s soccer — which lacks parity.”One GM, who worried the salary cap could impede league advancement, also cautioned that abolishing it could lead to “a precarious situation for everyone.” This GM emphasized the NWSL must improve its competitiveness “against a handful of European teams that could essentially acquire any player by making an offer that would be financially unfeasible for us.”Another GM warned of “the game collapsing” if expenditures rise too sharply, noting that European teams operate with “cost versus revenue imbalances.” Two GMs defended the salary cap, asserting that the NWSL would resemble the European leagues that NWSL executives often criticize — “but without the element of relegation,” one clarified. That GM further stated that reversing the decision to abolish the salary cap would be “impossible.” The other GM indicated that “the divide between the privileged and the less privileged will rapidly expand in this country.”The logical question arises: How can the NWSL address this challenge, given that the salary cap is incorporated into a legally binding CBA? One GM suggested the league needs to “devise a mechanism to remunerate top talent while minimizing disruption to the rest of the ecosystem,” perhaps through a version of Major League Soccer’s designated player rule, allowing teams to compensate key players outside the cap.”I’m not in favor of eliminating it,” another GM stated, recommending instead regular reassessments of the cap every 18-24 months. “We shouldn’t react impulsively — by immediately reconsidering the cap whenever a player departs.”2. “Given that players now have to approve trades, how has this altered the dynamics of transactions, and in what respects?”Historically, NWSL teams could — and frequently did — trade players without their explicit consent. The updated CBA ratified the previous year changed this by granting full agency to players and mandating that all trades secure player approval.”I believe this is a positive shift, healthier for all participants,” one GM noted. Several GMs highlighted that this aligns the NWSL with international norms, where players authorize transfers. “Every individual should have a say in where they play and reside,” another GM stated.”It reflects how it should have been handled for a while,” another added. Conversely, another GM noted that, “We also get forced as GMs to move players who are under contract on our team. That, I think, is more prevalent now.” This GM also pointed out that a player’s desire to leave often puts the club in a difficult spot. “This has been a factor in multiple deals,” they stated.Clubs are further constrained, another GM mentioned, due to “erosion of trade capital. The phasing out of draft picks and allocation money reduces the options for trades, influencing deal-making.” This has led to more straightforward cash transfers within the league.Another GM suggested that teams now need to better communicate the rationale behind declining a transfer to players. “We aim to respect a player’s wish to exit an environment — for any reason. However, there are scenarios where players are confused about being prevented from leaving, even when it doesn’t benefit the club.”3. “In last year’s NWSL GM survey, many GMs believed that some teams were violating rules. Following this, the league fined Angel City $200,000 and deducted points — the most severe penalty to date — for breaching salary cap regulations. Do you believe teams are still circumventing rules?”Four GMs stated that no teams are breaking rules — an increase from just one last year. Yet, the majority still suspect the practice continues. One GM remarked, “Would I stake my annual income on everyone adhering to the rules? Not at all.”One pointed out a previously raised issue regarding widespread confusion about actual rule prohibitions: “The regulations evolve rapidly, and not everyone — including clubs and the league — is fully aware of the current rules.”Another GM indicated that some rule infringements can be minor: “The league has several rules that seem inconsequential. They still require disclosure of small amounts of money that must be included in the salary cap. We know these rules are technically broken, but I’m not going to report a club for providing meals.”However, others assert more serious violations are occurring. One GM added that “questions linger about how some teams acquire or attract players.””I engage with agents attempting to sign players, but I can’t compete because some clubs are willing to break the rules, which I won’t do,” another GM revealed.Despite these concerns, some GMs have observed greater compliance, with one noting: “The league’s interventions have helped. Previously, I was convinced that widespread cheating was occurring. I believe this has significantly decreased or possibly ceased entirely. I can’t say for certain.”4. “Using a scale of 1 to 5 stars, where 1 is highly dissatisfied and 5 is extremely satisfied, how do you rate the leadership of NWSL Commissioner Jessica Berman? Please explain your rating.”Jessica Berman became NWSL commissioner in early 2022, stepping in after the league’s abuse scandal. Under her leadership, NWSL club valuations have risen from $35 million to over $250 million. The league also secured a $240 million media rights agreement (including ESPN). Furthermore, a new, long-term CBA was ratified ahead of schedule last year.The league’s commercial success is evident, and Berman’s tenure has overseen many of the reforms that followed the abuse scandal.”I believe she has navigated a particularly challenging era in the league’s history for various reasons,” one GM observed. “Including an emerging league, past misconduct by certain leaders, and both a CBA and its subsequent amendments, all of which have positively shaped the league.”However, the NWSL faces increasing global competition on the field, and in the view of one general manager, the league is “slow to respond” to the rapidly changing situation. This contrast between business and sporting considerations has led to differing opinions in our survey.”There is excessive emphasis on the commercial aspects and insufficient focus on the sporting side,” one GM stated. “If we wish the commercial side to continue thriving, we need the best possible product on the field.”Another GM praised Berman’s “intentions, motivation, and ambition for the league,” but expressed a desire for greater “openness and willingness to consider the league differently from a sporting perspective.” Another GM hopes to see more collaborative decision-making.One general manager recognized the expansion of the league’s central administration but still advocated for hiring additional personnel around Berman, particularly in sporting roles. The NWSL’s administration lost multiple executives this year, including the chief sporting director Tatjana Haenni and the chief marketing and commercial officer Julie Haddon.However, the reality of a commissioner’s role in any league involves reporting to and acting on behalf of the league’s owners. Berman was hired — and recently reappointed with a new contract — by these owners, who ultimately oversee the GMs. Arguably, the most crucial aspect of Berman’s role is fostering consensus within a historically divided ownership group rather than making unilateral decisions.One GM commended Berman’s “unique insight and ability to unite owners to advance the league.” Another clarified that Berman primarily represents decisions made at the ownership level and “endeavors to separate NWSL challenges from any single individual, even though directing criticism towards the leader is easy.”A different GM spoke highly of Berman’s term, comparing the commissioner’s position to that of a goalkeeper: attention is only drawn when something goes wrong. “Sometimes, we should look back a decade and acknowledge the progress that has been made,” they suggested.5. “Do you agree with Berman’s stated objective of expanding the NWSL from 16 to 32 teams, and if not, what do you believe is the ideal number of teams?”Berman has stated multiple times that the NWSL has the potential to eventually match the NFL’s size, with 32 teams. She has since tempered this assertion, clarifying that she was not “suggesting we will reach 32 teams by a specific date.”GMs hold mixed opinions on this topic. Most stated they couldn’t propose an optimal number of teams due to uncertainties surrounding factors like player development pipelines. The most frequent response, given by three GMs, was 20 teams.”The idea of 32 is very American,” one GM commented. “There are other ways to optimize revenue without necessarily mirroring the men’s sports at 32 teams. Other countries have demonstrated that 20 teams with a 38-game season can be very effective.”A major concern is that rapid expansion without a corresponding increase in the salary cap will result in mediocrity — “a lot of OK teams,” as one GM described it. Others noted the addition of the USL Super League and Canada’s Northern Super League, which are making it more difficult to complete rosters.Those on both sides of the issue emphasized the need for geographically divided conferences to reduce travel. One general manager noted that to attract top players, improvements are needed in travel, including chartered flights, better hotels, and meals, especially in such a large country.6. “Which city should the NWSL expand to next?”GMs were surveyed before Atlanta was announced as the NWSL’s 17th team, slated to begin play in 2028, so many expressed support for the market’s potential.”It’s a soccer-loving city with full facility access,” one GM stated. Another said, “ideally, a location with a grass field,” while a colleague suggested, “the league needs to prioritize warm-weather locations to facilitate calendar alignment with FIFA.”Cincinnati, which was a finalist for the 2026 expansion slot that ultimately went to Denver, was another frequent suggestion. One GM proposed that “Louisville should relocate to Cincinnati.” Another also suggested relocating Louisville because of its struggles in a small market.One GM advocating for Cincinnati stressed the importance of facilities. “Venue quality is crucial,” they stated. “Consider San Diego, which ranked highly in numerous metrics but faces challenges because it’s the third or fourth tenant [Snapdragon Stadium also hosts the MLS side San Diego FC, college football’s San Diego State Aztecs, and other major events].”7. “In last year’s survey, numerous GMs felt that coaches and staff were overly vulnerable to player accusations and lacked sufficient protections to perform their roles. Do you believe the league has adequately addressed these concerns?”Last year, many GMs felt that player influence had become excessive, to the point that staff couldn’t effectively do their jobs. This year, six general managers believe the NWSL has at least partially acknowledged these concerns, although some “yes” responses were qualified.Two GMs specifically argued that teams must take internal responsibility: “Internal management is paramount,” one stated.Another GM disagreed that the league office should be absolved of responsibility: “No, I don’t believe the league fully recognizes the issue. The league seems to believe that hiring better staff will mitigate the problem, which I don’t think it will.”We’ve reached a point where anonymous reporting allows people to say anything, make any accusation. … Legitimate claims should be investigated as a safety mechanism. However, baseless accusations aimed at ill will should have consequences for the player.”The most common concern centers around the NWSL’s semiannual player surveys, which have always existed in the league and ask players to anonymously rate their satisfaction with all aspects of their clubs. Survey results can influence staffing decisions within clubs based on feedback about coaching and/or team personnel.Several GMs mentioned that the survey language has been misleading but has improved this year. One GM expressed particular frustration that similar problematic language was initially used this year before further complaints led to change. Another stated that the surveys are “distributed at times when individuals may be sensitive about being re-signed or receiving playing time, making it easy to point fingers. The timing and wording could be adjusted.”Overall, opinions on the topic were more restrained this year. One GM disagreed with last year’s prevailing frustrations from GMs, noting that players had experienced terrible treatment in the past, so “there’s a reason” such measures are in place.8. “Of the NWSL’s 14 active teams, which is the flagship team that is most elevating the league?”NWSL teams have greatly varying ambitions, resulting in a wide spectrum of investment in infrastructure, staffing, and players. The Kansas City Current constructed the league’s first stadium exclusively for soccer as part of a $1 billion new commercial district. “Stepping into their stadium feels like being in KC,” one GM said.Another GM added that Kansas City’s marketing and investment could serve as a model for other markets: “They’ve saturated everything with teal, making it unavoidable.”Gotham FC also received praise for its intelligent executives and “avoiding financial reliance” in the nation’s most expensive market. The forthcoming expansion team Denver was mentioned by a GM impressed with plans to build a stadium and training facility. Angel City was named based solely on being “a commercial juggernaut.”9. “Which of the NWSL’s 14 active teams is holding the league back?”Chicago Stars FC was the most frequent response. “Teams at the bottom of the standings are there for a reason,” one GM stated, adding that inadequate facilities “affect many aspects,” including revenue. (Chicago is changing home venues in 2026.)But one GM criticized recent expansion teams Utah Royals and Bay FC, stating they wasted a clean start and the significant financial benefits they had when they joined in 2024: “Considering the amount they spent on transfer fees and players, and the advantages of a fresh start, I wouldn’t have predicted they would be in their current positions in the standings.”Racing Louisville FC’s low attendance numbers were cited by the two GMs who selected them, with one saying “it’s just a tough, tough market” to attract top players. The team averaged just over 5,000 fans per game this season, the second-lowest in the league.10. “Do you believe the NWSL’s plan to launch a second-division league is a good idea?”Earlier this year, the NWSL announced plans to create a second division aimed at enhancing player development. The details of this league — participating teams and the launch date — remain unclear. Berman recently confirmed that 2026 is not the target launch year.Almost every GM surveyed supported the idea of a second division, with reservations. One GM strongly agreed with the need, because “the gap’s massive” between college and pro-ready players. However, “the devil is always in the details,” a colleague cautioned. Others noted the lack of specific information from the league, making evaluation difficult.”I question the order of priorities,” one GM said while still voting “yes.” Another GM is “concerned that things weren’t thoroughly considered,” and the NWSL needs to “focus on our actual product” first.”Who will finance it is the big question,” one GM noted, suggesting that external equity could provide a solution.Support for the idea primarily focuses on the need to further develop players on teams’ rosters. “If players don’t play on a Saturday or Sunday for a couple weeks, where are they getting that game time?” one GM asked, emphasizing the need for “more meaningful competitions” like cup games.Another GM supported providing current players with more minutes but was “completely opposed” to creating a second division simply to pull players from college. As a colleague asked, “Who’s going to play in it? I couldn’t name five players who would want to play in it.”11. “With the elimination of the college draft, will the college pipeline still have a long-term place in the NWSL?”Almost unanimously, those surveyed believe that college athletics remains essential for developing professional players, despite the elimination of the college draft and ongoing changes to NCAA regulations.”Absolutely,” one GM said. “It’s unique to the United States and we shouldn’t disregard it. Some of the best coaches are in college; some of our best players come from college; some of our best individuals come from college. It’s a huge part of our culture. Ignoring it would be a disaster.”Another GM stated there needs to be “a cohesive plan” between the NCAA and NWSL. One colleague said the elimination of the draft has led to increased scouting expenditures, while another GM noted that teams initially paid “a ton of money to get kids out of college” without knowing how they would perform professionally.However, one GM felt the elimination of the college draft would have major consequences. “The draft gave college players the opportunity to become a professional athlete. Removing that opportunity has restricted it. Teams will now acquire players from elsewhere who are likely at the required level, rather than investing time in development.”12. “Now that the USL Super League has completed its first season as a first-division league, do you see it as a partner, competitor, or something else?”Many GMs expressed a desire for the USL Super League to be a partner or that “it should be a partner,” citing the number of NWSL players who have been loaned to Super League teams.”I wouldn’t use the word partner,” one GM said when pressed to label what seemed like that description. “It’s a great development league for us to loan players to.”Their primary issue with establishing a partnership is that Super League teams are not always willing to cover the entire salary of loaned players, which affects the NWSL team’s salary cap and financial situation.”Budgetary limitations and operational constraints have hampered some of the movement we could have seen,” another GM added.Those who viewed the Super League as a competitor did so literally, since it is also sanctioned as a first division. “They’re positioning themselves that way,” one GM stated. “I don’t see it that way at all. I don’t think the coaches or the players feel that way.”Another GM wants to see actual competition between the leagues: “We should have some kind of cup competition with them. Currently, everyone is working separately.”13. “Using a scale of 1 to 5 stars, where 1 is very unhappy and 5 is extremely happy, how would you rate the collaboration between USWNT head coach Emma Hayes and NWSL teams?”The NWSL and U.S. Soccer have been linked since the league’s inception in 2013. U.S. Soccer was a founding managing partner of the NWSL until 2021, making Emma Hayes the first U.S. women’s national team coach to operate entirely in an independent NWSL era.In the previous structure, U.S. Soccer paid USWNT players for both international play and NWSL participation. The federation would pull players from their clubs even outside FIFA international windows — including weeks before major tournaments. These dynamics often caused tension with NWSL teams, but this strategy helped the U.S. win World Cup titles in 2015 and 2019. However, “the script has flipped,” as one GM noted, because NWSL teams now directly pay the USWNT stars.”Now, we’re investing in players and are protective of their health, training, and workload. Misalignment can cause more stress than in the past. … The landscape has changed, putting more pressure on the relationship.”Half the grades issued in our survey were 4 or higher, indicating general satisfaction with how Hayes and the USWNT staff worked with NWSL clubs. The USWNT staff travels to NWSL markets to meet with players and club leaders to communicate and align goals.”They are doing a great job trying to meet with everyone,” one general manager said. “I try to connect with every national team, even those where we don’t have players, and I can say that we sometimes need to be more proactive. The USWNT is taking responsibility and helping us. It’s a win-win situation.”Another person said that Hayes has helped the NWSL by “encouraging people to know that your club play matters,” referencing the high volume of first-time call-ups.”Four and trending upwards,” another GM said, noting that Hayes started right before an Olympics and won while also planning the program’s future. “People often judge things based on the immediate situation, but what they are doing is strategic.”Still, others felt there was room for improvement. Two general managers said the USWNT staff deserves high marks for their intent but felt execution could be better, including more direct contact with Hayes.Several GMs also expressed concern about the trend of top USWNT players going to Europe, with one GM stating that “continuing to really advocate for our players’ development within our league is something I’d really love to see from our USWNT coach.” Hayes said recently that players make individual choices and her role is to ask the right questions rather than steer a player in any direction.ESPN previously reported that Hayes delivered this message to NWSL owners at a board meeting.14. “Do you feel the NWSL has enough star power to break into the mainstream, and which player should the league build around as the face of the NWSL?”Three GMs pointed out that the recent retirements of Alex Morgan and Megan Rapinoe have created a void in stardom in the NWSL. “They were really the needle-movers,” one person said. “I think there’s a massive gap right now. We’re in between eras. Historically, it’s been those national team players that get the most attention. We say you can be soccer-famous and famous-famous. I don’t know if we have any famous NWSLers right now. I think we have soccer-famous people.”USWNT forward Alyssa Thompson just left the league. Sophia Wilson and Mallory Swanson have also been on maternity leave.Five GMs identified Rodman as the sole candidate to become a megastar. However, Rodman’s contract with the Spirit expires at the end of the year, and she has publicly expressed interest in playing in Europe one day. She may be the next player to go overseas.A common complaint among general managers is that the league and its clubs fail at storytelling. Three GMs emphasized how much better the WNBA has been at storytelling and building a media presence. “What the WNBA has done — I don’t watch basketball, and names are flooding my world,” one said. “The WNBA’s growth, with coverage and storytelling of elite athletes and personalities, is what we need,” another person added.Several GMs rejected the premise of having a single star as the face of the league. “This is about us, not I. While marquee players are instrumental in growth, we must be mindful of the pressure it puts on an athlete,” one GM said.Two others stated that player-driven fandom is unsustainable. “I believe clubs should be the face of the league, because players will always come and go,” one GM said, noting that player-driven fandom might provide a short boost but not “long-term, sustainable growth.”15. “Are you worried about more USWNT players opting to play overseas?”U.S. Soccer founded the NWSL in late 2012 to provide USWNT players with a strong domestic league. This investment paid off with World Cup titles in 2015 and 2019, but recent moves by Thompson and Girma to Chelsea have reignited questions about USWNT players leaving the NWSL.Despite concerns about the salary cap, a surprising number of GMs were unconcerned about the possibility of more USWNT players leaving for Europe in the future.”I’m not worried about it,” one person said. “If they want to, go for it. We spend a lot of time discussing it. If someone wants to play in Europe, they’re gonna go play in Europe. Good for them. It’s not great for our league, but we shouldn’t spend so much time fighting against it. If they can make more money, or a huge transfer fee drives our game forward, it is what it is.”Another GM said they are not worried, noting that player migration to Europe is often cyclical, happening in the gap between the Olympics and World Cup. They cited examples like Lindsey Heaps, Morgan, and Tobin Heath going overseas at different points in previous eras.However, one GM is worried that “it’s not going to stop,” feeling the salary cap is part of the issue, and “we’re at a crossroads” regarding the push and pull of Europe.Another GM is concerned because “if we want to be the best league in the world, those players should stay.” Many GMs want to see top players from Europe joining the NWSL, but that doesn’t happen frequently enough for them.”We were talking to a top European player who was willing to take a pay cut in the last transfer window, but the pay cut would have had to be so significant that she couldn’t justify it,” one GM said. “Players are even willing to take a little less salary [to play here], but we’re talking about taking a third off their salary.”16. “How would you rank the following leagues from best to worst?”The NWSL and England’s WSL both claim to be the best in the world, and every GM agreed that these two leagues are superior to the rest. We asked them to rank these eight leagues — chosen as a sample of global competitions — from best to worst, allowing them to define the criteria.A first-place vote was worth eight points, second place seven points, and so on. Three clear tiers emerged, with a 34-point gap between the WSL and Germany’s Frauen-Bundesliga, and a 32-point gap between France’s Première Ligue and Mexico’s Liga MX Femenil.The NWSL received 11 first-place votes, and the WSL received the other four. “We have a grass is greener situation” where players in one league want to try the other but might realize it isn’t any better, one GM said. Another added that the NWSL has better marketing, but England is “further ahead on the sporting side.”Another general manager, who also voted for the WSL, added: “We can’t just keep saying we’re the best. What are we doing to make sure we continue to be?”Spain, France, and Germany were interchangeable for many GMs, with familiar complaints of top-heavy leagues. One person said France and Spain are “heading in the wrong direction,” while someone else has seen “no growth” from those leagues. “I see Lyonnes win 8-1 and they played their second team,” a third GM said. “They can’t be at the top. All these leagues have that.”Multiple GMs praised Mexico for its investments in growth and visibility. “In terms of marketing, if I picked which league has done the best job in the last 10 years [outside the NWSL], it’s probably Mexico,” one GM said.While Japan finished last in these rankings, several GMs stated they might have the best administration of any league and complimented the WE League’s player development. “That’s why their transfer fees are going to be so high,” one GM said, while another rated Japan fifth and said there is a lack of appreciation for the style of play there.17. “Which player not in the NWSL would you most want to see play in the league?”The desire for top Spanish players continued this year, although answers to this question were far more diverse than in 2024. Two-time Ballon d’Or and FIFA Best winner Alexia Putellas was not mentioned by anyone this year, nor was OL Lyonnes forward Tabitha Chawinga, who tied for first last year with four mentions apiece.Now, “Everyone wants to see [Aitana] Bonmatí here,” one GM said. “She’s so smart, talented, and creative,” another added. “She just makes every single person around her better. So, I’d like her on my team in the league, but I’d like her in the league.”18. “If you were building a team from scratch and had first dibs on any NWSL player right now — imagine current contracts are torn up — who would you sign?”It’s not surprising that reigning MVP and Golden Boot winner Temwa Chawinga (who might win both awards again) is top of mind.”This is tough, because I want to say Chawinga, but I actually think that Chawinga changes the way her teams play, and I wouldn’t want my team to do that — but it’s so enticing,” said one GM, who thought out the hypothetical scenario aloud in real time. A few GMs reasoned not to take Chawinga because of that concern, but this GM came around in their own thought process. “I guess I could build the team around her, though? Yeah, I can’t not say Chawinga. I want to win the games.”USWNT forward Sophia Wilson, who recently gave birth to her first child and is an impending free agent, tied Chawinga atop the list. “Soph has all of those things [of a Chawinga] and then she can take you off the dribble,” one general manager said.Another would build their team younger, saying Ally Sentnor is “a player with a lot to grow but still a very good player, and will be for many years.”And then there is the GM who also voted for Sam Coffey: “I think Sam Coffey should be in the top five in the Ballon d’Or. If Sam Coffey was Spanish, she would have been. For some reason — Spanish player or not — we all have our culture and we expect that from a player in that country. But she’s a player that probably can even offer more than what she’s offering, and she’s already offering a lot.”
