Following the gold medal victory by the U.S. Women’s Basketball team at the Paris Olympics, in which Breanna Stewart and Sabrina Ionescu of the New York Liberty played crucial roles, the WNBA is seeing an unparalleled surge in popularity. The New York Liberty, one of the league’s founding teams, is in the center of this upsurge and is currently positioned for a revival under CEO Keia Clarke. Clarke is leading a revolution in the heart of Brooklyn that goes well beyond the basketball court and represents a fundamental change in the way that women’s sports are viewed and encouraged.
This transformation is perhaps most visible in the Liberty’s newly designed locker room at Barclays Center, a space that stands as a symbol of progress in women’s professional basketball. For Clarke, this custom-designed space, created with input from women architects and athletes, represents more than just an upgraded facility. It embodies the team’s commitment to excellence and the growing recognition of women’s sports.
Clarke’s journey to the helm of the Liberty mirrors the complex path of women’s professional basketball. A former college basketball player with a background in marketing and a master’s degree in sports business, she never initially envisioned herself leading a professional sports franchise in New York City. “I aspired to work in marketing,” Clarke recalls in our recent interview. “It wasn’t evident to me that I could pursue a career in professional sports.” Yet over fourteen years with the Liberty, including the last five as CEO, Clarke has not only found her place in the sports industry but has emerged as a transformative force, navigating the team through periods of uncertainty and positioning it for future success.
The difficulties the WNBA has endured since its founding in 1997 are reflected in the history of the Liberty. Moving from Madison Square Garden to Prudential Center in Newark, back to the Garden, Westchester County Center, and finally Brooklyn, the team’s nomadic history highlights the fight for stability that has defined a large portion of women’s professional basketball. Clarke muses, “We’ve been in a space where we haven’t expanded in some time.” “It feels great to have survived.” However, the Liberty is flourishing under her direction rather than just surviving. In the 2023 season, attendance increased by 45% and the team’s sponsorship portfolio almost doubled. In a single year, the Liberty broke the WNBA record for retail sales, providing concrete proof of the team’s increasing popularity and Clarke’s strategic vision.
Central to Clarke’s approach is a nuanced understanding of both the New York sports market and the unique value proposition of women’s basketball. She’s positioning the Liberty not just as a team, but as an integral part of New York’s cultural fabric. In a city of divided sports loyalties, Clarke sees an opportunity to unite fans around women’s basketball. This strategy reflects Clarke’s recognition that in New York, respect is hard-won. “New York loves a winner,” she observes, “but New York is going to tell you the truth about yourself on the floor.”
Clarke’s focus on fan experience and community engagement is particularly tailored to the New York market. “I think it’s hard to put a value on the joy that happens from the entertainment factor at a New York Liberty game,” she notes. This emphasis on creating meaningful connections extends to the Liberty’s approach to social justice initiatives, an area where the WNBA has often led the way among professional sports leagues. In a city known for its passionate and discerning sports fans, Clarke understands that success means more than just winning games—it’s about becoming an integral part of the community fabric.
Clarke’s leadership style, honed through years of navigating the unique challenges of women’s sports, is characterized by a willingness to innovate and a deep understanding of her team and players. “I love to test,” Clarke explains, “because I’ve been with the team for a significant amount of time and I don’t want to be the person in the room that says, ‘Well, this is the way we’ve always done this.'” This openness to new ideas has been crucial as Clarke works to build a sustainable business model for the Liberty, one that can weather the inevitable ups and downs of professional sports while continuing to grow and evolve.
As one of the few women of color in a sports leadership position, Clarke is also acutely aware of the importance of representation. It’s almost this illusion of not focusing on the fact that you’re the only one, but instead using it as a superpower,” she explains. This perspective informs her approach to building diverse teams capable of connecting with the Liberty’s broad fan base.
Despite these innovative approaches and increased engagement, evidenced by the WNBA’s recent $2.2 billion media rights deal, the league continues to face significant hurdles in player compensation, travel, and market penetration. Clarke tackles these issues with a blend of pragmatism and long-term vision. “We’re not just thinking in one to two-year spans,” she explains. “We’re looking at five to ten-year horizons for technology, media rights, and sponsorship revenue.” This forward-looking perspective is crucial for a league still working to establish its financial footing and cultural relevance.
Looking to the future, Clarke’s ambitions for the Liberty extend far beyond on-court success. While a championship remains an important goal—the Liberty has yet to win a WNBA title—Clarke’s vision is focused on building a robust, enduring organization that can serve as a model for women’s professional sports. “The sustainability of it is what’s most important to me right now,” Clarke emphasizes. “That only happens when people feel it in their hearts that we are their team and they will show up for us year after year.” This focus on creating deep, lasting connections with fans is central to Clarke’s strategy for long-term growth and success.
Watching the tactics used by Clarke and the Liberty will be important as the WNBA moves into a new phase of greater exposure and revenue. For Clarke, there is an obvious way ahead. It’s important to radically change how people view and value women’s professional sports, not merely to win games or increase income. “This is not just a moment in time, but a movement,” is how she puts it.
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