How has your campaign been funded?
My campaign has been and will always be 100% self-funded by my boyfriend and me.
Who is your current employer? While campaigning, have you resigned or taken a leave of absence (if necessary)?
When I announced my candidacy, I took an unpaid leave of absence from my job as President of Soccer United Marketing (SUM). If elected, I will resign my position.
VISSION AND MISSION
The mission statement of the United States Soccer Federation is to make soccer the preeminent sport in the United States. What does that mission statement mean to you?
The Federation’s mission statement broadly means making soccer the most popular, most played, most watched, and most important sport in our country - second to none. But, in all my conversations with members of the Federation, there is a lack of alignment on how we make this mission statement a reality. I believe it is the job of the President to make sure our membership is committed to a common definition of this mission and our plan for achieving it.
To me, the mission means one thing above all – opportunity. It’s opportunity for young kids to have fun and learn life lessons as they play, and for young families to easily connect with other families and share this great game with one another. It is opportunity for coaches and referees to learn a trade and serve their communities, and for players to evolve their skills and pursue the dream of playing in front of packed stadiums wearing their country’s colors. It is opportunity for our players and National Teams to represent our country and dominate on the world stage with honor, integrity and pride, and then go on to become leaders in the Federation after their playing careers. It is opportunity to showcase our country’s values through hosting world class events. And finally, it is the opportunity to build a soccer culture starting with the fans - those who create Tifos and sing and chant in support of our game, our clubs, our teams, and our country.
Soccer has given me almost every opportunity in my life - great friends, jobs, life experiences, and even love. In a nutshell, that is why I am so committed to making an impact by giving back to ensure that everyone in our country experiences the breadth of opportunities from our great game.
What is your vision for what success looks like in 5 - 10 years for the USSF to be able to claim it is successfully living out its mission statement? What strategic initiatives will you implement to achieve that vision, both for the overall organization and per program?
I will make sure that all constituents are aligned around the meaning of the mission statement so it can be a powerful guiding force for us. Then, success can, and should, be measured by holding the Board and Federation staff accountable for our progress against goals set in a new strategic plan that I am proposing. And while my first job as President will be to lead this comprehensive strategic planning process, I am committed to the following three areas:
● Youth Development: Implementing major evolutions in youth development that create a new generation of talent at every level of our Women’s and Men’s programs.
● Equality around the Globe: Making our Women’s National Team program the standard by which the entire world judges equality and opportunity for women on and off the field. Kids dream of representing our country on a global stage as players, coaches, referees, executives, or administrators. I want to show every one of them that anything is possible through hard work.
● Future Generations: Hosting the 2026 FIFA World Cup and 2027 FIFA Women’s World Cup, the most important sporting events on the planet, which will change the trajectory of our sport in this country for generations to come.
ROLE OF THE PRESIDENT
If elected, how do you envision your role as President moving forward?
The role of President is as the Chairperson of the Board, not the CEO. The President should lead the Board and the membership in the Federation’s quest to deliver against a shared vision, mission, and strategic plan. Further, the President must be visible and accessible, with their finger on the pulse of the game here at home, and abroad. It is critical to have a strong President with the experience and capabilities required to lead, govern, and advocate for the interests of the Federation and the game in the US. And most importantly, the President should be responsible for overseeing the recruitment of talented people, providing them with the right resources, and measuring their success against key performance targets set by the Board.
This role is not an operating role or a General Manager/Technical Director for any National Team program.
What should your key roles and responsibilities be for the position and how do you describe success for the President for US Soccer?
The role of President of US Soccer has become a very complex position. Women’s and Men’s National Team success at every level is but one, albeit important, measurement of success. The President must put equal emphasis toward acting as a voice for ALL members and always focus on building and growing the grassroots as they are the future of our game. Further, the President should empower all members of the Board to fairly and transparently represent the Federation’s membership in the discussion about the future or our great sport.
In terms of success, the President should be held accountable for:
● Winning on the field at every level;
● Empowering the membership in their efforts to grow the number of kids and adults playing the game;
● Improving the quality of refereeing and coaching; and
● Increasing the number of passionate soccer fans around the country.
Do you feel that this should be a paid position? Please explain your reasoning.
This is not a decision for the President to make. While I think the role of President has become multi-faceted and far more complex as the game has grown in the US, the decision of volunteer vs. paid position should be put to the Federation’s membership to decide. I am firmly committed, and financially able, to devote the time and energy required to achieve the Federation’s goals and drive our game forward whether the position is paid or unpaid.
Many people have been calling for more transparency from US Soccer, what specific ways do you see in providing this?
I absolutely believe we can and should be more transparent. It’s easy to call for more transparency, but I have gone a layer deeper to figure out how we can best do so. This issue breaks down into two areas: (1) the governance structure and policies, and (2) the culture, communication, and leadership to implement those policies. To simplify, I think about number one as the “letter of the law,” and number two as the “spirit of the law.”
Based on my experience, I know that there are always opportunities to improve the letter of the law (governance structures), and I was pleased to hear that US Soccer recently invested in hiring McKinsey & Company to make specific recommendations on how to improve governance and transparency. As President I will insist we continue to implement the McKinsey recommendations to make sure we are best in class on governance.
This will include evolving the current governance committee so that it meets regularly and includes outside experts to ensure that the Federation operates at the highest level of transparency possible - not just compared to other soccer federations, but with respect to other large non-profits as well. As MLS grew, I was involved in a similar process to improve our governance so I am prepared to lead this effort at US Soccer.
Additionally, I believe the Board should meet consistently and regularly with the Athlete, Professional, Youth, and Adult Councils outside of the Annual General Meeting. The discussions in these meetings should be made available to the public so that there is an open dialogue and increased transparency with the broader soccer community.
As we improve the letter of the law, we must simultaneously focus on the spirit of the law and make a cultural shift in the way the Federation operates. Gone are the days where the Federation and its leadership can just dictate to the membership. While we must and should work with the bodies that govern this sport in the US, the region and the world, it should not be done in secrecy and by one person alone. Soccer, on and off the pitch, is a team sport that requires strong players at all positions.
If you talk to anyone I’ve worked with, they will tell you that I’ve reached the highest levels of the sports industry by making openness, inclusiveness, and transparency the foundation of how I operate. This will not change if I am elected President of US Soccer.
The USMNT’s CBA will be renegotiated in 2018 and the USWNT’s CBA will be renegotiated in 2021. What will be your philosophy and approach to the negotiations? What experience do you have that would help you in CBA negotiations?
I have negotiated hundreds of complex deals during my 25-year career in the sports industry and also understand the perspective of athletes since I played the game my entire life. My philosophy for every negotiation is to begin with honesty, respect, and trust as we try to achieve a win-win scenario. My track record speaks for itself with consistent execution and renewal of deals, and a list of partners who will speak on my behalf to support this consistent philosophy.
I have lived through the challenges of labor negotiations and believe that we must engage with the representatives for both the USWNT and the USMNT openly and fairly. My experience is that if you clearly establish and maintain the core principles of honesty, integrity, trust, and respect, then you will likely arrive at a fair deal for everyone.
Additionally, I have experience working with the leading law firms and labor attorneys who have negotiated CBAs at MLS and with all of the Major Leagues in the US, so I have been a part of this process and am prepared to lead fair CBA negotiations with both the USWNT and USMNT. My goal in every negotiation is to arrive at a final deal that every party can call a success.
What specific actions will you take to improve gender representation and pay disparity at US Soccer? Please address the difference in salaries of the USWNT and USMNT teams.
I am a huge believer in diversity because (1) it’s the right thing to do, and (2) it generates the best possible results on and off the field. As a relevant data point, “companies in the top quartile for gender diversity are 15% more likely to have financial returns above their respective national industry medians." (Why Diversity Matters, August 2015)
I am incredibly proud of the diverse team that I built and led at SUM. They pushed and challenged me to achieve greater success than I ever imagined. And, quite frankly, it is one of the reasons I think I am most qualified for this position.
As President of US Soccer, I will carry that same commitment to diversity and equality into the Federation. In my first 100 days, I will review current salaries and recommend any necessary adjustments to ensure we are 100% fair and equitable to our employees across gender and race/ethnicity.
I will then recommend hiring a Chief Diversity Officer to ensure we meet (and hopefully exceed) our commitments to equality at the Federation and in providing opportunities in all parts of our game to people of all races, ethnicities, and genders. This is another area where details and experience matter. I’ve seen other organizations hire someone to improve diversity, but not give him/her the organizational power necessary to make changes. Therefore, I will recommend that the Chief Diversity Officer reports directly to the CEO.
As it relates to our USWNT and USMNT, I am a 100% supporter of Equal Pay. I believe success in this area starts with respecting each program equally, and I look forward to working with the players and their representatives to figure out the right structure for both teams that provides for equal pay. However, I won’t stop there. I will work tirelessly to advocate on behalf of our women to increase the size and scale of the bonuses paid by FIFA so that prize money is bigger for our women and women around the world.
And finally, I believe we should dream big -- our Women's National Team program should set the standard for equality in women’s sports around the world. It is appalling to me that even in this day and age, some countries still do not look favorably upon or even allow women to participate in athletics. I will work with our current and former players to change that mentality and use the platform of the US Soccer presidency to advocate for equality around the globe.
What is the relationship between US Soccer and Soccer United Marketing and how does it affect the players?
The relationship with SUM has been beneficial to US Soccer, the game, and the broader soccer community. However, poor communication by the current US Soccer leadership has created significant confusion in this area. Therefore, in a straightforward manner, I will provide some background here to hopefully clear up that confusion, and I am happy to discuss it further.
The first key thing to understand is that sports organizations have two choices: (1) they can either build up a large staff to manage their marketing rights internally and assume the financial risk that comes with that approach, or (2) they can outsource the management of the marketing rights to a third-party agency. In the outsourced model, the third-party agency typically pays a fixed guaranteed fee to the sports organization, plus the agency pays an upside share after threshold revenues are generated. With this model, the sports organization protects itself from downside risk and generates a guaranteed fee for itself. The third-party agency is bearing all of the risk because they have to pay the fixed fee no matter what. Both parties retain the potential for upside benefit.
As an example outside of soccer, almost 100% of college athletic departments in the major conferences choose to outsource to a third-party agency (the majority are represented by IMG or Learfield). The deal between US Soccer and SUM follows this business structure as well. As a result, the Federation has guaranteed annual revenues that allow the staff to manage its budget, while maintaining upside opportunity as a result of the growth of US Soccer. The clear value of the guaranteed revenue with no downside risk was evident during (1) the 2008 financial crisis when corporations cut spending, and (2) when the USMNT failed to qualify for the 2018 FIFA World Cup. US Soccer was protected from losing money associated with any sponsorship, consumer products and/or media rights. SUM absorbed a multi-million dollar hit to its budget without any pass-through to the Federation, and the Federation received its guaranteed revenue despite the failure to qualify.
The second part of the question relates to how it affects the players. This is very straightforward – the deal with SUM results in more money and eliminates any risk that the Federation won’t be able to meet its financial commitments to the players. The success of the SUM relationship can be seen in the $150 million surplus and exponential increase in financial returns to the Federation based on my team’s work to market the sponsorship, consumer products and media rights.
These revenues are then a part of what is included in any collective bargaining. However, let me be clear, no agency should be a party to the negotiation between the Federation and its athletes. It is the Federation’s sole responsibility to work with its athletes to determine the appropriate marketing rights that should be granted to the Federation as a part of its CBA.
Finally, if I am elected President, I will use my decades of experience to ensure that the Federation and its members’ interests are protected in any deal with marketing partners and sponsors. And when it comes to future deals, there will be a competitive and open bid process that will lead to the best result for US Soccer and the game.
What experience do you have that has adequately prepared you to lead an organization of this size (more than 150 employees) and a budget in excess of 100 million dollars? Where specifically would the budget surplus be best spent and how will you measure the success of those investments?
US Soccer has grown from a small organization to one with a $100 million budget and significant potential for growth. Therefore, the most important criteria for this role is the necessary experience to lead an organization of that size and complexity. And I believe I have the most experience and strongest qualifications based on my career and track record.
At my previous job as President of SUM, I managed more than 100 people, and the revenue and size of the budget was significantly larger than the Federation’s. One of the most important lessons I learned is that you can only succeed if you surround yourself with “A” players. I know this because I led efforts to recruit and retain high-performing talent and have experience getting the best out of every employee. I plan to bring this experience to US Soccer to make sure we have best-in-class talent working on behalf of the game, which includes creating opportunities for former athletes to develop skills and take on roles in all areas of the Federation.
In addition, I’ve worked with the MLS and SUM Board of Governors to grow the business and value of both MLS and all SUM properties. This means I can provide the type of guidance and leadership from the role of President that allows our professional staff to thrive. Since I’ve managed a business of this size in an operating role, I also have the ability to provide the necessary guidance to the Board and senior leadership to hold the entire staff accountable for meeting our stated goals.
I’ve also had experience starting, growing, and managing a business from the ground up. This experience has included mentoring employees throughout their careers, overseeing the strategic direction of an organization, involving a broad group of stakeholders and constituents in collective decision making, and holding myself and my team accountable for meeting our objectives.
Lastly, throughout my career I’ve worked alongside federations, confederations, and FIFA as part of various committees and built the relationships and trust required to successfully maintain our leadership position on the world stage. As just one example, I was the US representative on FIFA’s Committee for Women’s Football and the FIFA Women’s World Cup.
Moving on to the budget surplus, there are two key points to cover. First, it’s not simply a surplus that we must spend down immediately. The Federation needs to continue growing and generating revenue so that money can be invested in the game. We cannot risk going back to the days when resources were scarce because all of the Federation’s members would suffer as a result.
Second, my impression is that currently, the budget is driving strategy. As we engage in my proposed Strategic Planning process, the opposite will hold true and strategy will drive our budgets. However, it is clear to me that the soccer side of the Federation requires much more investment, and we need to establish Key Performance Indicators (KPIs) to evaluate the effectiveness of any investments.
Finally, it will be my job as Chairperson of the Board to demonstrate to the Federation’s membership that any investments will yield real results when it comes to enhancing facilities and playing conditions for players, reducing costs for kids and adults, improving educational opportunities for coaches and referees, and making our sport more inclusive.
PLAYER AND PROGRAM DEVELOPMENT
What should US Soccer’s role be in player development? What governance structure(s) would you create to improve player development across all programs?
US Soccer’s role in player development is to evaluate the player pools at every level and clearly communicate the types of skills and qualities that should be emphasized throughout the development stages. Additionally, it is the Federation’s responsibility to constantly evaluate investments and programs aimed at improving player development to determine if they are actually working. If they are working, then we need to invest more. If they are not, then we need to collaborate with technical experts within and outside the Federation, as well as current and former athletes, to come up with new solutions to our challenges.
I believe we have to think about a structure that starts with a General Manager who is responsible for developing and guiding the sporting side of US Soccer. Underneath the General Manager, there should be Directors, each with a full staff, for girls/women and boys/men who are responsible for each National Team program, including coaching, sporting performance, administration, and more. This structure allows the Federation to have a team of experts solely focused on how we continue dominating on the field or how we need to improve to begin dominating.
Additionally, the General Manager and Directors should be supported by advisory councils made up of current and former athletes so that our players both remain connected to the Federation and have a platform to voice their opinion on improving the game at all levels.
What are your plans to lead all of the various youth soccer organizations so player development is the priority?
The Federation must continue to grow the sport amongst today’s and tomorrow’s children; they are the future by which our success will be measured.
I will build unity among the various youth organizations and develop a common vision to address issues at the youth level. While there is no one answer that will reset our course for success, there are a number of principles to which we should adhere in the short- and long-term.
In order to set us on the right and proper course, I will adhere to the following five guiding principles relative to youth soccer in the US:
● Culture: I will ensure that we open a national dialogue to begin to change the culture of our sport. In most countries, soccer is a part of the fabric of society. Children play for fun, on playgrounds, in back alleys, with friends, at all ages; not just when practice is scheduled and the whistle blows. The stickball era is behind us, but the street soccer era is very much in our sights. Our young players, in order to compete at the national level, must play the game for fun, on their own, and with confidence. Our culture of organized soccer is healthy and strong, but needs to be supplemented with creative free play that happens only with a shift in our culture to a soccer nation.
● Vision: With the help of a Youth Soccer Commission, which I will establish, the Federation must define and implement a vision for youth soccer that is made of and supported by our soccer leaders at all levels. Among other things, the Federation must be able to broadly lead a development pathway for our players, define the type of players the Federation seeks, and provide guidance on how best to produce them. It is the regional, state and local organizations that must help define this, but the Federation must lead the discovery and provide the final vision.
● Leadership: We will lead from the front, with clarity and purpose. As I have done throughout my career, I will ensure that the Federation leads the sport of soccer with a clear vision and set goals. We need to set tangible targets around which we all align, and pursue them with vigor as a team. We will need to come together and agree what those targets are. At the same time, we need to look at the effectiveness of leading the sport of soccer from one central location in Chicago, versus satellite offices in the regions. If we are going to work together, we will need to better structure the organization to ensure that we provide access and enable communication from the front lines to the front office.
● Inclusion: We need to hear from our membership, our past leaders, former players, and our broader soccer community. We need to foster a culture of inclusion, that allows us to listen to and implement the best ideas, from the grassroots on up. Yes, we need to lead
from the front, but this can’t be done without significant input from the people that put us in a position to succeed. For example, we need to broaden our development efforts beyond just the elite pathway as players develop at different times and in different ways. This will empower our members to get and keep more kids in the game and provide more opportunities to leverage the knowledge of our former athletes to contribute to the growth of the game at the grassroots.
● Education: The Federation can and should do more as it relates to coach and parent education. Our youth coaches need to have access to continuing education and performance clinics, in order to ensure that we continue to raise the bar for our developing players. While our licensing system helps ensure that our “top” coaches are sufficiently credentialed, we need to see to it that coaches at all levels of the youth game have a consistent and educated view of our guiding vision. At the same time, we could all benefit from educating our parents on how we collectively can help develop their children, and making sure that at the core of our programs, players and parents understand what they need to do to improve.
What other Federations have you researched that we can we learn from in terms of creating the best environments possible for the players to develop?
Consistent with the ethos of the US, the soccer community is a melting pot of ideas and cultures from around the world. We have spent the past 50 years incorporating ideas from around the world into our game, and reaping the rewards of its output. While we still require advice and counsel from soccer nations around the world, it is time for us to stand on our own two soccer feet.
Therefore, I do recommend we continue to study other soccer nations to see if there are ideas that we can incorporate. But we must also be open to ideas from outside of soccer and humble enough as a Federation to learn from sports that have achieved many of the targets we set for the growth of our game. As one example, I have close relationships with the top executives at the NBA. I will look to them and to the successful turnaround of USA Basketball to provide ideas and
However, my main focus will be to find our voice, our style, and our vision. We are ready to do so, and I am ready to lead us in that effort because I believe we have educated and trained a generation of men and women with homegrown expertise and sound ideas. It is time we tap into these experts to develop soccer thought-leadership from home. The Germans, Dutch and Italians have had tremendous success over a long period of time by implementing their development systems; but each is decidedly unique to their country and culture. We can, and must, do the same.
What are your specific plans for the Beach Soccer, Futsal, and Paralympic National Teams?
Every one of the Federation’s National Teams is important as they play a role in making the game accessible for all people and provide more opportunities to showcase our winning mentality and national pride.
First and foremost, I will leverage my decades of experience to bring additional commercial revenues to these programs. US Soccer has an obligation to provide each program with the resources and support it needs to be successful, whether that be strategic investment, innovative initiatives to get more kids and adults involved in these programs, leveraging new platforms to broadcast games, or creating partnerships to generate more revenue.
As I continue to gather input, I will create specific plans in these areas. For example, I will work with everyone involved in our Paralympic program to put a plan in place to win gold on home soil in 2028 (if not sooner). Given what I understand to be the uncertain future of Beach Soccer at the international level, I will make sure that US Soccer advocates for its program as strongly as it would for other National Team programs. And finally, I am a firm believer that Futsal can help develop top-quality foot skills, so I look forward to working with leaders involved in both Youth and National Team Futsal.
For decades, due to Title IX and pioneers of the game, the Women’s National Team has had an abundance of success. What are concrete ways that you would look to advance the women’s game in the United States so the success continues for years to come? Also, please address the state of the NWSL.
I was born in 1969, and like the pioneers of our Women’s National Team, I have been the beneficiary of Title IX. Today, over 90% of all women CEOs state that they were athletes in their youth. There is no doubt that we have been impacted, on the field and in the boardroom, by the existence of, and work to protect, Title IX. And while progress has been made, we must continue to push forward. It is through that lens that I look at our Women’s game and the NWSL.
As we think about the future of the women’s game we must focus on the following:
● Equal treatment: We must treat our Women’s and Men’s programs equally from the top to the bottom of the program. This mentality should extend beyond our players to coaches, staff and administrators. I have heard multiple times that when hiring our Women’s National Team manager and staff, our pool of candidates was negatively impacted because it was considered a “financial risk” to leave a collegiate program to coach our National Team. This is unacceptable and will change immediately under my leadership.
● Greater investment: Investment in the Women’s game has not been at the level it needs to be in order to cement our position as world leaders. As part of my larger plan to add resources to the technical and development areas, I will insist on even greater investment in all aspects of the Women’s program.
● Technical Staff under a General Manager focused on the Women’s game: I believe that the Women’s game deserves the focus of a full-time Technical Staff. We need professionals within the Federation and former players working to improve every aspect of the Women’s game – from identifying talent, to developing players, to looking ahead to anticipate and overcome any challenges on the horizon.
In terms of the NWSL, it is important to remember that it is the longest-running professional women’s soccer league to date. As it moves on from inception to its stable and growth phases, we need the Federation to maintain its support of the League and work to diversify ownership with a shared vision of growth and development. I have lived through these same phases with MLS. As one critical element, we found that strong owners who were willing to invest in the game, their city, and their athletes were critical.
This means investing in the quality of the environment, fields, facilities, and coaching. The Federation and NWSL owners must also continue investing in the standard of living for the athletes who play in the League but have yet to break into the National Team pool. We need to help these athletes not only earn a living wage playing for the NWSL, but earn wages comparable to professional leagues around the world so that our most promising talent sees a path to the USWNT through the NWSL.
How do you address the problem of soccer being a “pay to play” type of system that we now have? What specific plans do you have to increase participation and make soccer less expensive and more inclusive?
There is no doubt that the accessibility of our sport is a significant barrier to getting more kids playing. The pay to play system is deeply rooted in American sports, and it is not practical to think we are going to completely eliminate it. However, I firmly believe that we should never lose a talented player because she/he cannot afford to play. We must attack the accessibility issue from every angle to make it easier for kids and families to get involved with soccer and stay in the game throughout their lives.
In addition to pay to play, we need to simplify the youth system so that kids and families can navigate it easily. We have to increase our funding of scholarship programs, grants, and other programs that have proven to be effective. We need to change the culture of soccer at the youth level so that most kids are playing because they love to play and have fun, rather than feeling pressure to make a life-changing decision about pursuing a career as a player before the age of 13.
If we can change the culture of the sport in this country, there is nothing that can stop our women and men from achieving soccer excellence.
SUPPORT OF NATIONAL TEAMS
Over the past 25 years, I have attended 20 to 50 matches per year. A brief recap of my history of attendance includes:
● FIFA Women’s World Cup - 1999, 2003, 2007, 2011, 2015
● FIFA World Cup - 1994, 1998, 2006, 2010, 2014
● Olympic Games - 1996, 2012
● Other Tournaments - CONCACAF Gold Cup (6 tournaments), EURO (2 tournaments)
● National Team Matches - Too many to count, though as a point of reference, I have been to the last 3 MNT World Cup Qualifiers in Azteca and have been to WNT friendlies, qualifying tournaments and victory tours
● Major League Soccer - 21 of 22 MLS All Star and MLS Cups (plus hundreds of regular season matches)
● Women’s Professional Matches - WUSA, WPS and NWSL matches
● Other Professional Matches - USL, NASL, EPL, Liga MX, La Liga, Serie A, Scottish League (just attended my first Old Firm match on Dec 30!), UEFA Champions League, CONCACAF Champions League
● NCAA College - Numerous Women’s and Men’s matches
During 2017, how many MNT games did you attend?
In 2017, I attended the following five games:
1. USA 6 Honduras 0 (San Jose)
2. USA 1 Mexico 1 (Mexico City - amazing goal by Michael Bradley!)
3. USA 4 Panama 0 (Orlando)
4. USA 2 El Salvador 0 (Philadelphia)
5. USA 2 Jamaica 1 (Santa Clara)
During 2017, how many men's professional league games did you attend?
In 2017, I attended more than 15 men’s professional games in the U.S. and around the world.
During 2017, how many WNT games did you attend?
I watched about six WNT games on TV (including the awesome three goal comeback against Brazil!), but did not attend any in person in 2017. However, that is not representative of the past 20 years when I have regularly attended WNT matches every year. To give you a flavor of my support for the WNT, I attended the last five FIFA Women’s World Cups, I cheered the WNT on as they won Gold in the 1996 and 2012 Olympics, and I look forward to attending the 2018 SheBelieves Cup and Tournament of Nations.
During 2017, how many NWSL games did you attend?
In 2017, I did not attend any NWSL games in-person, but I did watch about eight matches on Lifetime and attended a number of women’s collegiate matches.
During 2017, how many streaming broadcasts of the Paralympic National Team World Championships in Argentina did you watch?
I did not watch any live streaming broadcasts of the Paralympic National Team World Championships in September of 2017. However, over the holidays, I watched all the highlights I could find from the tournament, including the heartbreaking loss to England, and the amazing three and two goal comebacks against Brazil and Ireland, respectively. I came away incredibly impressed -- wow, what a header by Garza and a clutch stoppage time finish by DeLillo in the Ireland match!
I loved reading about the team’s fight and determination, as evidenced by this great quote from Seth Jahn, “Hold your heads up high, reflect on what we did, on who we are, and let’s get back to the grindstone.” Such a great message for all of our programs, and I look forward to hopefully working with Chris, Gavin, and others to learn more about how we can continue to develop our Paralympic National Team.
During 2017, how many streaming broadcasts of the Beach National Team did you watch (CONCACAF Championship or other)?
I did not watch any streaming broadcasts of the Beach National Team in 2017. However, I did some reading about the team, and I look forward to learning more from Nick and others about how we can further develop the program. In reviewing the results, I was of course disappointed to read about our loss to Panama in the CONCACAF Championship quarterfinals, but I am a big believer in continuing to push forward in the face of adversity so I was encouraged to see that we didn’t quit and bounced back to win our final two matches.