“The WNBA Is Bleeding Money—So Why Are Players Demanding Higher Pay? Unpacking the Truth Behind the League’s Financial Struggles and the Fight for Fair Compensation”

WNBA pay and reactions

In a year that saw record-breaking viewership, surging jersey sales, and unprecedented media buzz around women’s basketball, a familiar debate has returned to center court: Should WNBA players be paid more—even when the league continues to operate at a financial loss?

The question isn’t just sparking arguments across barbershops, Twitter timelines, and cable news—it’s become the cornerstone of a larger cultural war over gender, labor, and the true value of women’s sports.

The WNBA is growing in popularity like never before, thanks in large part to superstar rookies like Caitlin Clark and Angel Reese. Yet league financials paint a grim picture: Despite increased sponsorships and media exposure, the league still isn’t turning a profit.

So why are players doubling down on their demands for higher pay?

Let’s dive deep into the numbers, the players’ arguments, the business of basketball—and why the reality is more complicated than the headlines suggest.

The Financial Truth: Yes, the WNBA Is Still Losing Money

First, let’s address the elephant in the room.

Despite impressive growth metrics, the WNBA remains a money-losing operation. Reports from league insiders suggest the WNBA has consistently operated at a loss since its founding in 1996. In 2024 alone, it’s estimated the league lost between $10–15 million, even with major increases in ticket sales, viewership, and merchandise.

So, how can a league that’s getting more popular also be losing more money?

The answer lies in scale.

NBA Revenue (2024): ~$13 billion
WNBA Revenue (2024): ~$180 million

While WNBA revenue is growing year-over-year, it’s still a tiny fraction of what the NBA generates. Broadcasting deals for the WNBA—though expanding—don’t come close to those of the men’s game. Sponsorships are increasing, but the league’s operating costs are also climbing: marketing, travel, team facilities, and player health initiatives all cost more when demand and attention grow.

The Players’ Perspective: It’s Not Just About Profits—It’s About Fairness

So why are WNBA players demanding more pay when the league is in the red?

Because to them, it’s not just about profit. It’s about proportion.

Take Caitlin Clark. In her rookie season, she helped set attendance records in nearly every arena she visited. Her presence alone has added millions in ticket sales, sold-out games, and new fans. Yet her base salary is just $76,000—less than a Division II assistant coach.

Players argue they’re not asking for NBA-level contracts—they’re asking for a fair share of the revenue they help generate.

“We’re not blind to the numbers,” said Angel Reese in a post-game interview. “We know the WNBA isn’t making NBA money. But we’re making more for the league than ever before—and we’re still being paid less than our value. That’s the problem.”

The 50-50 Split: The NBA vs. The WNBA

Let’s talk about revenue sharing.

In the NBA, players receive about 50% of the league’s basketball-related income (BRI). This model ensures that as the league grows, so do the players’ earnings.

In contrast, WNBA players receive less than 25% of their league’s revenue.

This is at the heart of the frustration. Even if the league isn’t yet profitable, players feel they’re entitled to a larger share of what’s coming in—especially since they are the product fans are paying to see.

“You can’t talk about growth and expansion out of one side of your mouth,” said Breanna Stewart, “and then tell us there’s no money to pay us fairly.”

Growth Metrics Tell a Different Story

If you only looked at profit margins, the WNBA might look like a failed business. But zoom out, and you see something different: a league in transition, on the verge of something bigger.

Viewership: 2024 WNBA Finals averaged 1.1 million viewers, up 36% from 2023
Social Media: Caitlin Clark has over 2 million Instagram followers—more than most current NBA players
Attendance: Multiple teams saw sellout crowds for the first time in over a decade
Sponsorships: Google, Nike, AT&T, and Amazon have all expanded partnerships with the WNBA in the past 18 months

In the eyes of players, the growing attention and commercial viability should already be translating into higher wages.

And they may have a point.

The Overseas Dilemma: Why So Many Players Leave the U.S.

Another glaring issue is the exodus of WNBA players to overseas leagues, where they earn significantly more.

In Russia, China, Turkey, and Australia, star players can earn $500,000–$1 million+ per season. That’s 5–10x what they earn in the U.S. for playing fewer games.

This creates a dangerous cycle:

Players leave the U.S. for money
They get injured or burned out
They return home exhausted for WNBA season
The league suffers in quality and continuity

Players argue that if the WNBA offered salaries closer to what international leagues pay, they wouldn’t need to put their bodies at risk year-round.

Nick Wright, Stephen A., and the Media Debate

Mainstream media is split on the issue.

Nick Wright recently said:

“Yes, the league’s losing money. But so did the NBA in its early years. If we had shut it down based on losses, there wouldn’t be an NBA today. You invest in a product you believe in.”

Stephen A. Smith, meanwhile, emphasized business fundamentals:

“I support the women. I do. But until the money is there, how do you justify raising salaries across the board?”

This dichotomy reflects the broader debate: Are we investing in growth—or waiting for perfection before making changes?

Is It About Pay—Or Respect?

For many players, the issue isn’t just financial. It’s symbolic.

Low pay suggests the league—and the world—doesn’t value women’s sports the way it values men’s. And in 2025, after decades of progress, that still stings.

“We’ve been told to wait. To be grateful. To be patient,” said Nneka Ogwumike, former WNBPA President. “We’ve waited 25 years. Now we want action.”

Even modest improvements—like charter flights for all teams—have only been partially implemented. Players argue that if they’re expected to play at a world-class level, they should be treated like world-class athletes.

What the WNBA Is Doing (And Not Doing)

To its credit, the league is trying.

In 2020, the WNBA signed a new collective bargaining agreement (CBA) that:

Increased top salaries to ~$250,000
Introduced better maternity leave
Promised 50-50 revenue sharing if league revenue targets are met

But players say progress is too slow—and that the league should be more aggressive in meeting revenue thresholds and compensating its stars sooner.

The Path Forward: Solutions, Not Excuses

No one expects WNBA players to earn LeBron James-level salaries tomorrow. But there are middle-ground solutions that could address both the league’s financial realities and players’ concerns.

Potential solutions include:

Tiered revenue sharing:

Performance-based bonuses:

Expanded marketing deals:

Private investment:

The point is not to break the bank—but to acknowledge and reward the value players already bring to the table.

Final Thoughts: Don’t Confuse Growth with Failure

The WNBA is at a crossroads.

It’s not yet a financial powerhouse, but it is growing—faster than almost any women’s league in the world. Players aren’t asking for miracles. They’re asking for fairness, vision, and acknowledgment of their role in that growth.

Yes, the league is losing money. But the players are generating more than ever before. The question is whether the WNBA—and the world—is ready to pay them accordingly.

And if not now… when?