The PWHL Is Only Getting Food and Leftover Crumbs from The Walter Group

If major networks are broadcasting PWHL games and the league is exceeding revenue expectations, and the players are yet to see direct benefits, that is a structural business issue within the league-controlled ownership model. The Mark Walter group owns all 6 teams and controls the league’s revenue. This means any TV contracts, sponsorships and merchandise revenue goes into a central pot rather than being distributed among teams and players.

The PWHL collective bargaining agreement lock in player’s salaries and provide only a small annual increase of 3% rather than allowing players to negotiate salaries based on revenue growth. There is no public mention of revenue sharing for media rights. This means even if TV deals bring in millions of dollars, the players do not directly benefit. PWHL salaries between $30K to $80K are not sustainable for professional athletes, especially when factoring in inflation. In fact, it is just a token gesture, not a livable wage. Even at the high end of $80K, after taxes and expenses, players struggle to make ends meet. Many women professional hockey players still need a secondary job which kills their ability to focus on training and competing at elite levels. With a 3% annual raise by 2031, their salaries will worth even less in real dollars, meaning the women hockey player will be working harder for less buying power. Right now, the PWHL is treating players like part-time employees instead of elite talent.

PWHL agents are managing costs not maximizing earnings. Instead of negotiating big endorsement deals, they focus on day-to-day savings, that is not how male athletes build wealth. They get paid by their brand, not discounts at the grocery store to buy food. Agents should help players land deals on their own outside of the PWHL controlled sponsorships. The PWHL centralized business approach and lack of aggressive marketing by agents are keeping players stuck in survival mode instead of elevating them to superstar status. In fact, the Walter Group will not push the bigger stars like Marie-Phillip Poulin, Kendall Coyne Schofield, or Hilary Knight as marketable figures. The PWHL should partner with activewear brands showing players in off-ice training gear, winter apparel or stylish travel fits. The PWHL is missing a massive opportunity by only marketing players walking to arenas instead of showcasing their strength, dedication and athleticism in a way that attracts major lifestyle and fitness brands. Instead of showing PWHL players arena arrivals photos, they should create high performance training videos wear players wear Nike, Lululemon or Adidas gear showcasing their speed, strength and conditioning. Brands love to associate with powerful driven athletes. They should have women hockey players in activewear campaigns showing them as strong, fashionable and relatable. Think of how Serna Willaims and Naomi Osaka blend sports and fashion, PWHL players can do the same. They should show how players train, recover, and prepare emphasizing the hard work behind the game. Fans respect athletes who put in work and brands want to attach their logos to that dedication. Positioning PWHL stars as leaders in women’s sports will appeal to brands looking to support women’s strength and determination. Agents need to proactively pitch PWHL players to brands. Don’t wait for Nike, Lululemon or Adidas to notice. Show them why these players fit their brand identity. If the league and agents shift their mindset from just hockey promotion to mainstream athlete marketing, these players could be pulling in seven-figure endorsements just like stars in tennis, soccer and the WNBA. The PWHL’s single-ownership structure caps wages and limits individual earning potential. Players need more freedom to seek outside revenue streams.

The PWHL is at a crossroads—if they continue thinking small, they will struggle. But if they market players as the elite athletes they are, they could attract massive revenue and endorsements. The Walter Group is controlling the market. They are restricting arena capacity, they make PWHL games feel exclusive and in high-demand. Fans are desperate for tickets and are paying $220+, a tactic that is used in the luxury market. By controlling ticket revenues, and centralizing contracts they limit PWHL players bargaining power. If players demand higher pay, the league can say “Look, we’re just getting started. Be patient.” Meanwhile the owners are building wealth and the players are getting crumbs.