The agent says: “We are looking for players who speak out about issues outside of football.”

Jasmina Covic, are there any players in the German Bundesliga who work alongside football?

The majority of players have professional contracts and earn sufficient wages; some earn very good salaries. However, there are still isolated cases where players earn €520 on a mini-job basis. These players work or study simultaneously.

What does this mean for top earners in numbers?

In Germany, the best earn between 170,000 and 300,000 euros, in England and Spain between 200,000 and 500,000 euros per year.

The record for the highest transfer fee has just been broken, with Arsenal paying over a million euros for Olivia Smith. What's the situation in Germany and Switzerland?

For good players from Switzerland, a club pays between 30,000 and 50,000 euros, for players from Germany the range is from 50,000 to 500,000 euros.

How fast is the market growing in Germany? Women's football is experiencing rapid development in England and Spain.

Things are moving extremely quickly in Germany, too. Since 2022, things have been changing at an almost frightening pace. Financially, of course, in a positive sense, but there have also been negative aspects. We're slipping further and further into the men's league—and the development is even faster than it was in men's football back then. It took fifty years for the men's game to reach its current level. For the women's game, three years have passed since the European Championships in England, and in that short time, many things have doubled and tripled.

Why did that European Championship mark the beginning of this rapid development?

The English prepared very well for the tournament. It was clear that they had a strategy for women's football over the past ten years, which paid off in 2022. They also spun off the Women's Super League and filled the management positions with top-class personnel. The European Championship three years ago was a fantastic tournament, with two of the most important European countries in women's football in the final. That match was the most-watched broadcast of the year in Germany. I received numerous messages from people who had nothing to do with football, saying: "Wow, what a performance those girls are delivering, how they fight!"

In England, the development progressed so rapidly because clubs realized they could make money from women's football. Is that the main reason in all leagues?

Yes and no. Many countries weren't prepared for the hype. Germany is the best example of this. Interest from young girls after the 2022 European Championship was enormous. But there weren't enough teams, hardly any coaches, and only a few available places. A missed opportunity. But to return to the question: Many clubs have significantly increased their investment. To be fair, it's cross-financing from men's football. Without it, what the top clubs are currently achieving wouldn't be possible. But many clubs and officials saw the potential.

Can you give an example?

Michele Kang is the best example. She buys clubs around the world, invests, and builds the necessary infrastructure. She doesn't look for "quick wins" but invests strategically. The potential arises from the value that characterizes women's football , from the players who are likeable and reach many people with their personality.

You've already mentioned that growth also has negative aspects. How do you notice this in your business?

Many clubs are completely business-driven. The family atmosphere that has characterized women's football is lost. There, you're simply an employee, and if you don't deliver, your contract won't be renewed, or they'll show you that you have no value to them. I had several players under contract at my agency who were injured, and the clubs didn't ask how they were doing for weeks. The last transfer window was one of the most difficult in my career as a player agent because the negotiations became protracted. Clubs want the player one day, but not the day after.

Why is that?

I understand that people might change their minds when a better option arises. But that's difficult to explain to players when you've already had direct discussions and only need to send the contract. In general, some clubs have incompetent people at the top. This means that a lot of potential isn't being utilized optimally. But it's also a fact that there are few experts and experienced individuals who can fill the many top positions at clubs. We're still in the early stages of development.

And further?

Nepotism is an issue; there's an increasingly common construct, like with men, where former female players bring their buddies into the association or club. Please don't misunderstand me: I think it's good to support each other. But you have to make sure you bring in competent people who have proven experience and success.

What has changed from the players’ perspective?

These days, they have an agent from the age of 15. Expectations are high; they quickly leave if they're not satisfied. Ten years ago, it wasn't just a business relationship. Another aspect: many players earn good money and live luxuriously. Being a good agent involves keeping them grounded. Thinking about the future and making sustainable decisions. Everyone in women's football is trying to jump on the bandwagon right now. I'm missing a clear plan for the future, how everyone involved wants to proceed financially. How they want to maintain the values and protect the players.

What would be your suggestion?

I have wishful thinking, but I'm also a realist. For example, FIFA, the world football governing body, has compiled extensive rules for player agents. But there are always loopholes that can be circumvented. That's not productive. Clubs need to understand that women's football isn't just a business. What's now causing great dissatisfaction in England too is that players' needs aren't being addressed. They're often not being listened to, which is what bothers them. This brings me back to the lack of competence among managers. It affects everything, because these people decide which coaches come in, what the structures are like, and how people interact with each other.

Dirk Bruniecki

eva. German Jasmina Covic stumbled into the player agency industry by chance. While studying sports management and economics, she helped a player find a club in Germany. She tried email addresses until she reached the right club officials, wrote to everyone, and finally borrowed her parents' car to drive the player to a trial. The 32-year-old later founded the Women's Football Agency, where players like German Laura Freigang and Swiss Luana Bühler are under contract.

What's the situation in the consulting business? Does everyone want a piece of the pie?

A few months ago, the global women's football business platform "The Rise of Women's Football" conducted an evaluation of the consulting industry in the top five leagues. Ten years ago, there were fewer than 10 consultants. Now there are almost 300. Many agencies from men's football, including those in Switzerland, want a piece of the action and are suddenly proclaiming their desire to further develop women's football. I always ask: "Where were you when there was no money and the girls needed help?" But that's the nature of competition. There are few agencies exclusively dedicated to women's football. Mine was the first in Germany, and unfortunately, I'm still the only one in the entire DA-CH region to run a self-employed agency in women's football. Which I can understand – it's incredibly difficult to make a name for yourself. The choice of consultant is also influenced by society.

What do you mean by that?

For many, an older man, in his mid-40s, embodies a father figure. Young female players feel more comfortable with that than with a young woman. In my case, I was a student back then, and some of them were younger than the players. It's gotten easier for me now; I'm in my early 30s and have experience. Asserting myself in my early 20s was much more difficult.

Although wages in women's football have increased, the average player still doesn't earn much. How do you benefit from this?

I receive between 8 and 10 percent of my annual gross basic salary per contract year.

The difference to men's football is quite significant. Is that enough to survive?

I'm very fortunate to have a few players who earn above-average salaries. And that Laura Freigang is the best-marketed player in Germany, one of the best-marketed in Europe. She has major sponsorship deals, and we've published two books together. Without a publisher, which I'm very proud of. I'm always trying to develop myself. But of course, I won't get rich from it.

Who is easy to market?

There are only a few players in Europe who have marketing contracts. The rest either don't have the potential or aren't interested. Many brands want the top names, like Leah Williamson, Aitana Bonmatí , Alexia Putellas, or Laura Freigang. There's not much you can do with the other 99.9 percent. There are many smaller, one-off advertising deals via social media. But large, long-term contracts in the five- or six-figure range per year are rare.

Which players are in demand for advertising contracts?

Players who are authentic, who speak out about issues beyond football. Players who really have something to say, who inspire their audience on social media. I've heard this from many players, not just Alisha Lehmann or Ana Maria Markovic, who are unfortunately primarily reduced to their appearance.

Can you estimate how much Alisha Lehmann can charge for a post on social media?

It's certainly in the mid-five-figure range, or even higher. It's a controversial topic with her, but I think she's important for football in Switzerland and for women's football in general, and its visibility. She's a good footballer, and we shouldn't forget that she attracts a lot of attention. And from how well others speak about her, you can tell she's a great person.

Besides wages, what are the players’ demands on the clubs?

That they feel comfortable and valued. This is something that many clubs lack. Sometimes this is a reason why they leave clubs, not because of financial reasons, but because they lack communication with the coach or the sporting director. Other important aspects include the infrastructure, what the plans and goals are for the future, and how much the men's team values the women's team.