As the global governing body of the world’s most popular sport, FIFA wields unrivaled influence over soccer’s growth—and monetization. But as football interest surges across the United States, a harsh truth is emerging: FIFA has positioned American soccer less as a partner and more as a profit center.
From hosting high-revenue tournaments to encouraging Europe’s elite to tour U.S. stadiums every summer, the sport’s global custodians have capitalized on America’s economic might—while offering little investment in return.
Double the Revenue, Half the Development
On a recent U.S. media tour, FIFA President Gianni Infantino revealed that the organization “basically doubles the revenues” when it hosts its flagship events on American soil. It’s an astonishing admission—and an intentional one. FIFA’s expanded Club World Cup in 2025 and the 2026 Men’s World Cup, co-hosted by the U.S., Canada, and Mexico, are expected to generate record-setting broadcast and sponsorship returns, largely off the back of the American consumer.
But while FIFA is mining the U.S. market for revenue, its reinvestment in American soccer infrastructure and development remains negligible.
“They should listen to me, and then they’ll become the No. 1 league in the world,” Infantino told Fox’s Colin Cowherd, referencing MLS. But it was less a plan and more a punchline.
A Market Under Siege
American soccer today stands at a paradoxical crossroads. The sport has never been more popular:
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2024 MLS attendance hit all-time highs, driven by new stadiums and big-ticket signings like Lionel Messi.
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The USWNT and USMNT remain among the most commercially successful national teams in the world.
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Youth participation rates continue to climb, with soccer now the second most-played team sport among U.S. children.
Yet the domestic league ecosystem, especially MLS, is being economically undermined by the very same forces driving its popularity. International stakeholders are treating the U.S. less as a growing soccer culture and more as a high-yield ATM.
Consider the trendlines:
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The Copa América, South America’s championship, is being held in the U.S. for the second time in eight years.
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Mexico’s national team plays more matches in U.S. cities than in its own capital.
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European powerhouses like Real Madrid, Manchester United, and Bayern Munich conduct annual pre-season “World Tours” across American stadiums—raking in millions from ticket sales, brand deals, and merchandise.
All this, while MLS clubs remain capped in spending by outdated financial structures and inflexible salary models.
Internal Frictions, External Pressures
The challenge isn’t just FIFA or foreign leagues. MLS’s own internal divisions—between legacy owners focused on cost containment and newer, more ambitious investors—have created a drag on competitiveness.
Franchises like Inter Miami and LAFC are pushing the league into higher financial gear. But older ownership groups remain risk-averse, wary of overextending the league’s economics. The result is a half-ambitious, half-handcuffed model, struggling to compete not just with Premier League broadcasts but with literal matches being played down the road.
Meanwhile, MLS faces a unique handicap: it’s the only league in the world that competes head-to-head with other live international soccer events in its own stadiums. A fan in Texas may choose between a Houston Dynamo match—or seeing Argentina vs. Brazil in the same city a month later. That’s an impossible competition.
A Rebalancing Act Needed
FIFA and global soccer federations have every right to tap into new markets. But their approach in the United States is increasingly extractive. The organization leverages U.S. stadiums, media platforms, and fan enthusiasm for profit—without providing meaningful support for domestic development.
A few potential steps toward realignment:
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Revenue-sharing models tied to tournaments hosted on U.S. soil.
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Mandated development funding or facility investment tied to ticket sales or broadcast revenues from foreign matches played in the U.S.
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Greater coordination between FIFA and U.S. Soccer Federation to ensure long-term benefits—not just short-term gate receipts.
As it stands, America is footing the bill for soccer’s global growth without seeing proportional returns.
Final Word: Who Benefits?
Gianni Infantino may joke about burgers and opportunity on cable TV. But beneath the smile lies a billion-dollar blueprint—one that increasingly turns American soccer into an export market, not a developmental one.
Until that model changes, U.S. soccer will remain a financial engine without a steering wheel—accelerating growth for everyone but itself.
