It has been a whirlwind since our women’s national team suffered a 16–0 defeat to Japan. I was gutted. I was sad. And yet, I know my feelings are nothing compared to what the players themselves are going through.
In the middle of processing that result, I posted on my Instagram story: “This is not an embarrassment — it’s a reminder there is more work to do.”
That statement drew many reactions in my DMs, mostly about the scoreline. So let me be very clear: the message was not to excuse the loss. It was to tell the players that we are not embarrassed by their effort — we are embarrassed by the lack of support, vision, and leadership from those entrusted to govern and manage women’s football in Malaysia.
To the Football Association of Malaysia (FAM)
No football association is perfect. That is true everywhere. But imperfection is never an excuse not to try.
As a fan of the women’s game and someone still new to covering it, I have already seen enough to know that there are deep-rooted problems that cannot be ignored any longer.
1. Integrity
Even with my limited time observing the women’s football scene in Malaysia, I have seen patterns that are hard to reconcile with the values our sport should stand for. People with a clear history of mismanagement still hold influential positions. I will not name names, but those directly affected know the truth and the evidence exists.
Rules are bent or rewritten to benefit certain clubs or players — for example, transfers approved outside the official window, or ongoing issues with MyPas. This erosion of integrity in governance has a knock-on effect: players, too, learn how to take advantage of loopholes because they know it is possible to do so. In this, no one is entirely innocent.
2. Accountability
When the situation is good, leaders appear in the media, smiling and making promises. When the situation is in crisis, those same leaders are nowhere to be found. We excel at luncheons, dinners, and launch events, but we are silent when salaries go unpaid, when teams fold, or when participation drops.
In one public interview, it was even claimed that the number of teams in the Liga Wanita Nasional grew from 12 to 22 — a figure I hope was a mistake, because it does not reflect reality. This selective narrative erodes trust. Without accountability at the top, how can we expect players, parents, clubs, and coaches to uphold it themselves?
3. Creativity
The men’s game in Malaysia is decades ahead in terms of investment, exposure, and infrastructure and yet it is still plagued by problems like unpaid salaries, rule-breaking, and struggling clubs. Instead of learning from those mistakes, we are copying the same model for the women’s game, as if hoping for a different outcome.
It is like watching someone drive a car straight toward a lake after being warned the road ends there and then following them in your own car, expecting not to get wet. If we continue this way, we will sink before we even start.
The women’s game does not need a carbon copy of the men’s system. It needs a different, smarter, and more sustainable approach.
Sixteen Creative Steps for Change
Since the loss was 16–0, I am suggesting sixteen ideas — some practical, some bold to show that there are many ways to grow the women’s game beyond simply “more leagues and more tournaments.”
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Restructure the league: Replace the current Liga Wanita Nasional with a unified, state-backed national league in partnership with state football associations. FASWSL to be precise.
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Financial transparency: Require every club to submit and publicly disclose basic financial statements to ensure accountability and sustainability.
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Safe feedback channels: Establish an independent body where players and staff can voice concerns without fear of losing their place in a team or the national squad.
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Digital visibility: Build a complete, up-to-date website with squad lists, player profiles, fixtures, and statistics.
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Sponsor integration: Ensure that major FAM sponsors (e.g., CARSOME, Malaysia Airlines) directly involve women’s footballers and clubs in campaigns and activations, and make it a requirement that these sponsors actively play a role in developing women’s football.
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Temporary format change: Suspend the home-and-away format to reduce costs and logistical strain. By doing so, we might lose our eligibility to compete in bigger tournaments but it is a sacrifice worth making for now to stabilise and strengthen the women’s game.
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Strict code of conduct: Ban or suspend any individual or entity proven to undermine the integrity of the game, with a public registry to ensure transparency.
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Extended national training camps: Use freed-up calendar space to hold 2–3 month centralised camps before major tournaments.
People will ask: if FAM is not organising the league, what can they do with the funding they receive?
Bear in mind, the numbers I mention here are only examples.We have no clear idea how much is currently allocated to the women’s game. But here is how that funding could be channelled for maximum impact:
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Incentive programs: Reward clubs that comply with rules and governance standards through financial bonuses or development grants.
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Year-round planning: Mandate that clubs begin preparations at least 12 months before the start of the league. Each club must submit a comprehensive business and operational proposal to the association, outlining budgets, staffing, marketing, and development plans, with rewards for those who meet or exceed the required standards.
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Sponsor matching: Match funds for clubs that secure their own sponsorships, effectively doubling their investment pool. In addition, create a sponsorship hub where club owners can pitch directly to potential partners including existing FAM sponsors to secure additional funding and build long-term commercial relationships.
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Creative support: Assign a creative designer to each club — even interns to ensure professional-quality branding and media presence.
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Merchandising culture: Mandate that every club develops its own merchandise line, with FAM coordinating pop-up markets or “football days” that unite brands, fans, players, and other stakeholders. These events should not only generate revenue but also strengthen community engagement, build club identity, and provide valuable exposure for players and the women’s game as a whole.
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Geographic support funds: Provide travel and logistics subsidies for teams outside the Klang Valley to level the playing field.
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Player care: Cover or co-fund pre- and post-match treatment and physiotherapy for players.
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Financial assistance fund: Partner with brands to support players or families in need. Equipment, boots, travel in exchange for structured branding opportunities.
The bigger picture
What I am trying to show is that there are many possible ways to strengthen women’s football in Malaysia but they require a mindset shift. We cannot rely solely on tournaments and occasional clinics. We must be willing to be different from the men’s game and brave enough to take an entirely new approach.
If you have read this far, thank you. This is not just a letter of criticism. It is a cry for help and a call for change. Our players deserve better, and so does our game.
#WomensFootballMatters
