Is Australia ready for a two-year World Cup cycle?

Battle lines are being drawn between FIFA and key stakeholders, as it remains to be seen whether Australia will support the push for a two-year World Cup cycle.

FIFA’s minutes from the 71st Congress, where Saudi Arabia put forward the motion to study the viability of a two-year cycle, doesn’t include what member federations voted for in the motion.

Football Australia hasn’t stated publicly whether they were one of the 166 nations who voted for the motion, or whether they support the plans.

Football Australia is instead adopting a wait-and-see approach, to avoid taking a position before any proposal for changes are put forward after the viability study is completed.

Two-time A-League Coach of the Year Ernie Merrick believes the push from FIFA for a two-year World Cup cycle is because of business and money.

“It’s about profit and loss. It’s not about the people in the sport really, and FIFA are always competing with their confederations, of which there are six, and FIFA only have one event where they make substantial money from revenue and that’s every four years,” Merrick said.

“So in effect FIFA loses money for three years, and then the fourth year and makes massive profits mainly from broadcast, ticket sales, and sponsorship from a World Cup.”

The majority of FIFA’s $8.7 billion in revenue between 2015-2018 came from the 2018 Men’s tournament.

The commercial value of another World Cup every four years is incredibly attractive to the governing body as a way to boost its already full coffers.

Australian football will struggle to keep up with other countries if the World Cup is hosted every two years, according to Merrick.

“At the same time a lot of countries, including Asian countries, are spending an enormous amount of money on facilities and preparation setups for national competition. We all know of England’s setup, which is huge at St George’s Park, and here we don’t have a designated specific setup to prepare national teams,” he said.

“There’s a lot of infrastructure that will have to change to give Australia a chance to qualify on a regular basis. We certainly have good players and good coaches and we can compete with anyone regarding players, coaching and strategy but when it comes to the sort of money involved in preparing a national team, friendly games, and the amount of travel involved, Australia is really going to suffer.”

Michael Valkanis – former A-League coach, player and current Greece assistant coach – believes that without aligning with FIFA international dates, it means the A-League will struggle to adapt to a two-year World Cup cycle.

“We saw the effects of the Socceroos going away to play, and it always makes it difficult on A-League coaches and teams to support that.” Valkanis said.

“You can see the effects it can have on finals games, and we’ve been crying out for a long time that we become parallel with the rest of the world with international dates.”

Some of Australia’s biggest competitors in the AFC are showing ambivalence towards the concept.

“It would depend on how it would all be organised,” a Korean FA official told Deutsche Welle.

“If we want to have consistent success then we need to play as many competitive games against South American and European teams as possible. At the moment, we play one or two games every four years if we qualify. It’s not enough.”

While the viability of a two-year World Cup cycle is being studied, it is unclear how determined FIFA is to implement such a radical change to the football calendar against intense opposition from some of its members.

Merrick believes the end result could be FIFA demanding a portion of the confederation’s revenue.

“I think four years is probably a better situation at the moment – maybe three years down the track – but I think confederations will have to come to an arrangement with FIFA, and FIFA will want to take some of their revenue somehow through licensing,” Merrick said.

Those involved in international football already believe that the best model is the one we have currently, something that Valkanis is a strong fan of.

“I am a traditionalist. I think the World Cup is something special that stands out from any other competition in the world,” he said.

“The only other event that comes close is the Olympic Games, and to change the format so we see it every two years instead of four, I don’t think it leaves it the same. It is special the way it is.”

Football Australia CEO James Johnson will have a challenge on his hands navigating what a change in the World Cup’s schedule means for Australian football, as FIFA continues to push for increased revenue from the game.

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Marie-Louise Eta makes history as new Union Berlin head coach

In an historic appointment, Eta will take over as head coach of Union Berlin until the end of the season.

History in the making

Previously the first female assistant coach in Bundesliga history with Union Berlin, Eta will now take the reigns of the men’s first team on an interim basis.

Currently, the club sit in 11th place in the Bundesliga table, but with only two wins so far in 2026, relegation appears an all-too-real prospect, and one which the club is desperate to avoid.

“Given the points gap in the lower half of the table, our place in the Bundesliga is not yet secure,” said Eta via official media release.

‘I am delighted that the club has entrusted me with this challenging task. One of Union’s strengths has always been, and remains, the ability to pull together in such situations.”

Eta will begin as Union’s new head coach with immediate effect, and will be in the dugout for the club’s matchup against Wolfsburg this weekend.

 

A step into an equal future

Eta’s appointment signals a major step towards a more level playing field in the football landscape.

Furthermore, Eta joins other coaches including Sabrinna Wittmann, Hannah Dingley and Corinne Diacre who, in recent years, have blazed a trail for female coaches to step into the men’s game.

Wittmann currently manages FC Ingolstadt in Germany’s third division, and was the first female head coach in Germany’s top three divisions.

In 2023, Dingley became caretaker manager of Forest Green Rovers, and thus the first woman to lead a men’s professional team in England.

Diacre, now head coach of France’s women’s national team, managed Ligue 2’s Clerment Foot between 2014 and 2017.

 

Final thoughts

The impact therefore, is that Eta’s appointment will show future generations of aspiring female coaches that men’s football is an equally viable and possible pathway as the women’s game.

The time is now to level the playing field.

And while it may be a short-term role, its effect on attitudes towards equality and fair opportunities in the game will hopefully resonate long after the season ends.

From Broadcast to Betting: Where Australian Football Sits in a $417 Billion Sports Economy

The global sports industry is now worth an estimated $417 billion, but the headline figure only tells part of the story. Beneath it lies a more significant shift that reveals not just how much money sport generates, but where that money is actually coming from?

Globally, the traditional foundations of football’s business model are being overtaken. Sports betting alone accounts for $133 billion, meaning nearly one in every three dollars in the industry is now driven by wagering rather than watching.

For a sport historically built on attendance, broadcast and sponsorship, this marks a profound transformation.

 

The Rise of Participation Over Viewership

The fastest-growing segment of the global market, which is valued at $177 billion, is now the “gaming” ecosystem: betting, fantasy sports and video games. What unites these platforms is simple: they turn fans from passive viewers into active participants.

This is the new sports economy. Engagement is no longer confined to the 90 minutes on the pitch. Instead, it is continuous, interactive and, most importantly, monetisable.

For football, the opportunity is enormous. But so too is the risk. As betting becomes the dominant financial driver, the sport must confront difficult questions around integrity, regulation and long-term dependence on gambling-linked revenue.

 

A Global Boom, A Local Reality

While the global industry surges ahead, Australian football presents a more complex picture.

The A-Leagues’ current broadcast deal, reportedly worth around $200 million over five years, is modest when compared to the $61 billion global media rights market. It highlights the gap between Australia and football’s major commercial powerhouses — it also underscores the importance of maximising every available revenue stream.

At the same time, there are clear signs of growth.

The rise of the Matildas has transformed the commercial landscape, with the national team now widely viewed as a central revenue driver through sponsorship, broadcast and matchday demand. Record-breaking audiences — including 2.73 million viewers nationally for key fixtures — demonstrate football’s expanding cultural footprint.

Streaming, too, is reshaping the game locally. Football viewership on Paramount+ has surged by 138%, while the sport has reached nearly 10 million Australians over a 12-month period. These figures mirror the global trend away from traditional television toward digital platforms.

 

The Disconnect Between Growth and Revenue

Yet, despite rising audiences and renewed interest, financial stability remains a challenge.

The A-Leagues have faced ongoing pressures — from declining distributions to structural reform — revealing a critical tension at the heart of Australian football:

Attention is growing, but revenue is not keeping pace.

This disconnect reflects a broader structural issue. While global sport is rapidly monetising digital and interactive engagement, Australian football is still heavily reliant on more traditional income streams.

 

Why the Global Shift Matters

The implications of the global $417 billion market are clear.

The IP monetisation pillar ($154 billion), which encompasses media rights, sponsorship, merchandise and matchday, remains vital. But it is no longer enough on its own.

Meanwhile, broadcasting and streaming ($86 billion) is fragmenting. Pay TV still dominates, but streaming is rising fast, changing not just how fans watch football, but how value is captured.

Above all, the dominance of the gaming segment signals a new reality:

The future of sport lies in participation, not just consumption.

 

A Defining Moment for Australian Football

For Australian football, the challenge is not simply to grow — it is to align with where the global industry is heading.

That means:

  • Building stronger digital ecosystems
  • Leveraging data and fan engagement tools
  • Exploring new commercial models beyond traditional broadcast deals

Because while the global sports market is projected to reach $602 billion by 2030, that growth will not be evenly distributed.

It will favour the sports and leagues that can successfully integrate into a landscape defined by interactivity, personalisation and constant engagement.

 

More Than a Game

Football in Australia is not short on momentum. Participation is rising, the Matildas have captured national attention, and audiences are increasingly engaged.

But in a $417 billion global industry, momentum alone is not enough.

The question is no longer whether football can grow.

It is whether it can evolve fast enough to capture its share of where the money is going.

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