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Tag: Angel City

  • The Angel City Paradox: When Inclusion Meets Exclusion – LAmag

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    Elizabeth Eddy’s anti-trans op-ed ignites backlash at LA’s most inclusive soccer club

    In Los Angeles, a city that prides itself on inclusion, few sports franchises embody that spirit like Angel City Football Club. Founded on equity, empowerment, and community, ACFC is by far the most inclusive team in the National Women’s Soccer League, if not in all professional sports.

    Which is why, when one of Angel City’s own players, veteran midfielder Elizabeth Eddy, published an op-ed in the New York Post on October 27, arguing that transgender women should not be allowed to play in the NWSL, the backlash from fans was instant.  

    The Op-Ed That Sparked the Firestorm

    In her column titled “National Women’s Soccer League Must Adopt Gender Standards to Keep Growing,” Eddy called for the NWSL to implement “biological eligibility requirements,” including “chromosomal testing and birth-assigned sex verification,” to “protect fairness” in women’s sports.

    Her argument, presented as a call for clarity, reads to ACFC faithfuls like a call for exclusion. Eddy warned that without these restrictions, the league could “lose credibility” and “alienate fans.”

    The editorial dropped like a flare in a league that currently has no active transgender policy. NWSL’s previous 2021 guidelines expired in 2022, leaving a vacuum that conservative voices have been eager to fill. 

    The Angel City Identity Crisis

    To understand why this landed so hard, you have to understand Angel City’s DNA.

    The club’s founders, actress Natalie Portman, venture capitalist Kara Nortman, and tech entrepreneur Julie Uhrman, often describe Angel City’s creation as an epiphany, not a business plan. After attending a U.S. Women’s National Team match and realizing that the sport’s cultural power far exceeded its investment, the three women imagined what it would look like if equity and impact were built into the foundation of a franchise rather than added later as branding. Out of that moment of clarity, Angel City FC was born — a social-impact startup disguised as a soccer team.

    From day one, they pledged to donate 10% of all sponsorship revenue back into the community, host LGBTQ+ inclusion and equity workshops, and proudly wear jerseys declaring that “Los Angeles is for Everyone.”  Their annual Pride Night isn’t performative; it’s policy. 

    Which is why one of their own players arguing publicly that some women aren’t women enough feels less like free speech and more like brand sabotage.

    The Sound of Silence

    As of publication, Angel City FC has not released an official statement on Eddy’s article. No teammates have publicly defended her, either.  That silence speaks volumes.  If the team condemns her words, it risks alienating players who agree with her privately. If it stays silent, it risks alienating the community that built its fanbase.

    This is the paradox of modern sports activism: the very inclusivity that defines Angel City also demands accountability when someone betrays it.

    What’s Really at Stake

    Women’s soccer has truly become a cultural battleground where identity, fairness, and belonging intersect. Angel City was supposed to represent the best version of that intersection: fearless, inclusive, forward-thinking, but does that mean banishing those who don’t agree to the sidelines?

    True inclusion shouldn’t mean ideological conformity, but it also can’t tolerate rhetoric that undermines the very people it vows to protect. Angel City now sits in that gray zone, where protecting marginalized players and fans may require setting boundaries that look, on the surface, exclusionary. 

    It raises a deeper question: does inclusivity mean letting everyone speak freely, or does it mean creating a space where everyone feels safe to exist? In practice, those two goals often clash, and how Angel City handles that collision could shape what inclusivity really means in modern sport.

    Elizabeth Eddy’s essay might have been intended as a plea for fairness. But in context, it reads more like an act of betrayal not only to the trans community, but to the team whose very existence symbolizes belonging.  

    In Los Angeles, inclusion has never been a trend, it’s always felt more like a promise.  And right now the world is watching to see whether Angel City can figure out how to keep it.

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    Alexandra Kazarian

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  • Craft Breweries Flock to DTLA

    Craft Breweries Flock to DTLA

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    Craft Breweries Flock to DTLA
    Crafty: Ben Turkel is the operations manager of Boomtown Brewery. (Photo by David Sprague)

    As craft beer has rooted itself into Los Angeles culture, downtown has played a role in fostering the sub-industry.

    And as the Covid-19 pandemic upended the food and beverage industry as a whole, it also sparked an evolution of downtown’s identity in terms of who works and lives there. Fewer people are working in the area as companies relocate their offices elsewhere or employees at those that remain enjoy remote work options.

    And while solutions remain elusive for the homelessness crisis, an increase in residents in apartments and condos downtown will likely dictate how business adjusts in the city center.

    The breweries there want to be a part of that reimagining.

    “I’ve lived in the city now for almost 15 years. My wife and I live downtown. My wife is in the homeless services sector. We are really sensitive to the construct of, ‘If you want the city to be something, you need to help create it,’” said Ben Turkel, operations manager at Boomtown Brewery. “I want our city to be full of artisans and craftspeople and to have spaces that are safe for a community to engage in and to grow in. And if I want that, I need to be part of creating that.”

    Once a rare niche outpost in the Los Angeles County landscape, there are now nearly 100 locally based breweries throughout the county. Much of this growth occurred in the 10 years prior to the pandemic in 2020.

    Since then, the industry has had its usual challenges only magnified. Nationally, a handful of prominent longtime craft operations have shuttered or entered bankruptcy. Locally, many continue to feel the squeeze of economics, with some beginning to close.

    “Most craft breweries have the deck stacked against them. Malted barley is our No. 1 ingredient and we saw that increase in price by 40 or 50%. That’s a pretty tough nut to crack,” said Bob Kunz, owner of Highland Park Brewery, which mainly operates in Chinatown. “Besides minimum wage, we want to pay people well, so that is huge. We’re in the middle of Los Angeles, so we spend a lot of money on rent. Food and beverage is not a huge margin industry, so it’s tough. If the cost of your raw materials is increasing and cost of labor is going up, it’s hard to push that off on the consumer.”

    Hitting stride

    Brewing: Ben Tansey, brewer at Boomtown Brewery, works at the outpost. (Photo by David Sprague)

    The brewery scene in L.A. County – especially downtown’s – was coming into its own at the start of 2020.

    Angel City Brewery had relocated from Alpine Village in Torrance to its signature spot in the heart of the Arts District in 2010. Within the year, it was bought by Boston Beer Co., known best for its Samuel Adams beer brand. By 2016, Boomtown, Mumford Brewing and Arts District Brewing Co. had set up shop, while large San Diego brand Karl Strauss Brewing Co. had opened a brewpub downtown. Atwater Village-based Golden Road Brewing also opened a bar at Grand Central Market in 2016, although its ownership by global beer giant Anheuser Busch negates its craft status in some professional circles. Meanwhile, Highland Park Brewery opened doors in Chinatown in 2018, shifting from a production-only operation to full-service, and San Diego’s Modern Times had opened its “Dankness Dojo” taproom downtown. Boomtown’s search for a home began in 2012.

    “This was a good break for us, because we all knew about the Arts District. We knew that it was up and coming. But in 2013, it was still pretty dodgy down here. A lot of what we think of as the Arts District wasn’t created there,” Turkel recalled. “Arts District Brewing wasn’t there. Angel City was literally just getting started. Most of the restaurants hadn’t developed yet. Most of the apartments didn’t exist yet.”

    At that time, zoning proved to be an impediment for aspiring brewers, as the operations fall under the categories of bars or restaurants, heavy manufacturing and retail.

    When production-only Highland Park Brewery was looking for a taproom, Kunz said a special zoning designation in Chinatown that called for residential, commercial and manufacturing – all around a transit hub – made that spot alluring.

    “Most parts of L.A., it’s tricky to get proper zoning for manufacturing and commercial and have residential zoning around you,” he said. “As we dug deeper, we were learning about (Los Angeles State Historic Park) that was about to go in and that the city wants to develop around Metro stations and have these urban hubs.

    Pandemic woes

    Owner: Highland Park Brewery’s Bob Kunz. (Photo by David Sprague)

    Small business was largely derailed for much of 2020 and continuing into 2021. For many, it hasn’t gotten much easier.

    Modern Times pulled the plug on the Dankness Dojo in 2022. Mumford closed up shop in early 2023. The county has seen a number of other closures, including most recently the venerable Eagle Rock Brewery – which, having opened in 2009, was one of the original mainstays in L.A.

    Broadly, rising costs in raw materials have needled at brewing operations. Inopportune expansions left businesses with expensive leases and severely diminished income. Last year, a carbon dioxide shortage further rattled the industry.

    Success in many cases was determined by an established wholesale distribution model – or the ability to successfully pivot to one. Turkel said Boomtown was initially envisioned as primarily a taproom, but they encountered zoning-related delays.

    “Because we were almost two years behind a building on a taproom, we had to survive a different way and that was through distribution,” he added, “so this company is now about 80% distribution and 20% taproom, whereas the original concept was inverse on that. And then lo and behold, down the road with the pandemic, that saved us because we were almost all distribution.”

    Conversely, Highland Park Brewery was almost entirely direct-to-consumer – that is, pouring pints of beer at the taproom. The operation only just got its canning machine up and running at the end of 2019.

    “Prior to Covid, we were maybe canning 10% of our beer,” Kunz said. “We went from 10% of our beer being canned maybe once a month to canning 100% twice a week. That’s a pretty big business model shift.”

    Highland Park Brewery nowadays is about 65% direct-to-consumer and 35% wholesale.

    Similarly, Angel City had to make a shift in 2020 after developing a strong brand as a bar-hopping destination in the vibrant Arts District. That itself was an identity the operation had shifted to after initially intending to be a wholesaler.

    “Once they started to notice our taproom was getting busier and busier, they shifted to getting away from distribution and increasing foot traffic and staying open later. We were starting to make some good money selling pints to customers instead of kegs to distributors,” said Layton Cutler, the head brewer for Angel City. “We were doing really, really well on the weekends. Selling beer by the pint is quite profitable. That was the focus for quite a few years.”

    In 2019, Angel City was 75% direct-to-consumer. Now, it’s probably 35-40%, Cutler said.

    Finding footing

    It’s not all gloom. Downtown saw a number of new taprooms and operations launch in the wake of the pandemic, indicating that the movement had begun well beforehand.

    Audio Graph Beer Co. opened its doors in late 2020. Pomona-based Homage Brewing opened a taproom near Highland Park Brewery in 2021. In 2022, Covina-based Arrow Lodge Brewing opened a taproom in the Arts District, and Santa Ana brewery Native Son took over the Dankness Dojo space. Last year, Georgia brewer Creature Comforts Brewing Co. expanded into L.A. with a downtown operation.

    For the famously collegial craft industry, that’s exciting news.

    “The more the merrier,” Turkel said. “At the end of the day, craft beer is only 13% of the beer market. The other 80% are your Budweisers, Blue Moons, Modelo and everything else. Until we can flip that script, there is no competition for us. There’s around 100 of us in L.A., most are quite small and the county is 10 million people – what competition?”

    One pivot many operations have made since largely reopening in-person drinking and dining is becoming host to community-building events. Taprooms were already famous for, say, trivia, but now you’ll find, for example, the queer-themed Manic Pixie Dream Market that Boomtown hosted. Or Burger Month at Highland Park Brewery, where the kitchen staff collaborated with a variety of local burger joints and paired their creations with beer.

    “We see that people need to have a reason to go out. For our first five years, new beer releases were really it,” Kunz said. “I think that mentality of chasing beer releases has died in the industry as a whole. I think what’s been effective is just having fun. We see what people get excited about and lean into that.”

    It’s apparently paying off. Kunz said this past May and June were its two busiest taproom months ever and the brewery was on pace to grow 10% from its 2,600 barrels produced last year.

    Meanwhile, at Angel City, Cutler said its production was on track to reach its pre-pandemic levels of about 5,000 barrels this year.

    Turkel said Boomtown’s taproom customers had not quite recovered, but remained confident in Boomtown’s future.

    “I think some of the excitement off the craft beer industry, the novelty, has worn off, and I think that’s fine,” he said. “I think it’s one of our responsibilities as beer manufacturers and artists to keep creating for our audience and keep evolving.”

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    Hannah Welk

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  • Lindsey Horan just wants to talk soccer

    Lindsey Horan just wants to talk soccer

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    It’s USWNT captain Lindsey Horan’s final morning in the States before a flight back to France to rejoin Lyon, her club team. She’s spending it in a hotel lobby, tucked away at a table, talking to The Athletic for an hour about her time leading a team in the spotlight, how she sees her role during this time of transition, and one thing above all:

    “Can we think about the football?”

    Horan was speaking almost exactly five months since being named by then-USWNT head coach Vlatko Andonovski as captain of the national team alongside Alex Morgan (Horan has been getting the armband when both are on the field at the same time). The role is the fulfillment of a life goal, but also seems like a natural outcome, given how often, and how intensely, she thinks about the game.

    Her first five months in that leadership role were full of notable exits: her team’s from the World Cup, Andonovski’s, and the retirements of Megan Rapinoe and Julie Ertz. It was capped with a big addition: U.S. Soccer’s announced hiring of Emma Hayes as head coach.

    Horan, now 29 years old and with 139 senior national team caps under her belt, is part of an in-between camp: too experienced to be a newcomer, and too new to be on the way out. It’s her generation – which also includes Rose Lavelle, Emily Sonnett and others – that must keep the team’s signature fire, that USWNT DNA, burning even as the team undergoes a serious re-think after its worst ever World Cup finish.

    GO DEEPER

    Vlatko Andonovski interview: ‘A moment there that I was like, ‘Do I really love this game anymore?’

    “We have to continue that,” she says of herself and fellow in-betweeners. “You have to be amongst this team for a while to know what the f— that takes… it’s one of the most competitive national teams to be a part of.”

    No one on the team is talking about starting from scratch. It’s just that they need more ways to win. More than mentality or fitness levels, more than a never-say-die approach. That’s what Horan said her early conversations with Hayes have been about. And that’s why she wants to talk about football, and how the USWNT can bounce back — not just by playing better, but by thinking more.

    “We’ve been so successful for so long in a certain way that we play, that attack and transition,” Horan says. “We’ve had individual brilliance. We’ve had soccer players on the field and real players that want to play and it all kind of meshed together or it would always work out, or our DNA would take us to this place where we come out on top because our mentality was so f—ing good.”

    The game is changing, and Horan recognizes this. She praises Portugal’s level of play at the World Cup, the investment into the game in Spain and other European countries, and the high level of up-and-coming U.S. talent (specifically citing 19-year-old San Diego Wave forward Jaedyn Shaw). If there was a theme for Horan and the rest of the USWNT in that final camp of the year, it was a repetitive one: no one actually knows the ceiling of this team.


    Horan cited Shaw as an exciting young player for the U.S. (Brad Smith/ISI Photos/USSF/Getty Images for USSF)

    “Even in these past few games, you see little glimpses of that, but it’s the final product, continuing to do that throughout the game, getting everyone on the same page, not just four or five players,” she says. “If you can develop that more, and it’s inherent in every single player on the team, you’re looking to play the combinations, all of these things? No idea what this team can do.

    “Then you have the mentality aspect on top of it, where if the football is not going well, we know that we can freakin’ go. We have players on the field that are faster, stronger, capable in behind, and we’re gonna gut it out, right? The world is going to be very fearful.”

    Those words could cause a stir. In 2019, Ali Krieger suggested the USWNT substitutes could take on and beat multiple other teams at the World Cup, and it was a massive point of contention for a team that got plenty more criticism from across American culture even as it was celebrated for its third consecutive title.

    “We have to be one of the most talked about teams,” Horan says. “We’re always in the magnifying glass on every single thing we do or anything we say.”

    Individual players can bear the brunt of that magnifying glass just as much as the team can. There’s a clear, though understandable, vein of frustration from Horan over how her own performances are understood, even from the USWNT’s own fanbase. To illustrate her point, Horan brings up that many viewers will take a television commentator’s analysis at face value.

    “American soccer fans, most of them aren’t smart,” she says. “They don’t know the game. They don’t understand. (But) it’s getting better and better.”

    She takes a brief pause, sensing that those words, too, will cause a stir.

    “I’m gonna piss off some people,” she continues, “but the game is growing in the U.S. People are more and more knowledgeable, but so much of the time people take what the commentators say, right? My mom does it!” She breaks into laughter. “My mom says, ‘Julie Foudy said you had such a good game!’ And I’m here, just going, ‘I was f—ing s— today.’”

    When playing with Lyon in France, Horan says, things are different.

    “From what I’ve heard, people understand my game a little bit more, a sense of my football and the way I play,” she says. “It is the French culture. Everyone watches football. People know football.”

    None of that, though, compares to Horan’s experience at the 2023 World Cup. The outside commentary, including from her own former teammate Carli Lloyd, the entrances into stadiums in their custom suits; the tone used in interviews; the body language. Everything was scrutinized. This time, though, the talk was accompanied by bad performances, and bad results.

    go-deeper

    GO DEEPER

    Carli Lloyd’s USWNT criticism a natural extension of her public persona

    Horan says she wasn’t bothered by the outside criticism, but noted no one else but the players could understand what it was like to be on that team. Ultimately, she says it felt “perfectly fine” that people would find something to talk about.

    “If you’re not backing it up on the field, people are gonna come and talk s— about what you’re doing, where your priorities are,” she says. “Like, ‘Are you getting ready for the game? Are you caring more about this s—?’”


    Horan has leaned on Lavelle (left) to help lead a team in transition (Jose Breton/Pics Action/NurPhoto via Getty Images)

    Horan, again, comes back to a small, seemingly innocuous detail: The traditional pre-match starting XI photo. In the NWSL, more and more teams have started using the occasion for various hijinks; something that Horan’s European teammates bring up as an example of Americans not taking their business seriously. It’s clear that it gets under her skin, too.

    “I want professionalism,” she admits. “Those little things, they really irked me. I don’t think I could do it, and maybe I’m wrong in saying that, I don’t know. It just bothers me. We put so much into this game, and it’s just like a joke sometimes.”

    She’s quick to point out she’s not going to be the one who shuts it down if it works for others. That’s not what she’s trying to say. It’s just that, ultimately, for her, it’s about the football.

    “We need to get back to the football. The football is the most important thing” Horan says. “So maybe we should knock some of the s— out for now. We need to focus on the game, we need to focus on being the absolute best we can be.”

    As captain, Horan can help enact that. It’s a role she’s clearly grown into, even as she has struggled to understand it in the months between Andonovski’s exit and Hayes’ hiring.

    Hayes hasn’t officially started yet, and won’t coach in games until after her job as Chelsea’s head coach ends along with the European season in May. But Hayes’ December visit with Horan and the rest of the team helped clarify the process, Horan says. It also gave Horan a chance to open up the lines of communication, to admit that sometimes she didn’t feel like she had full control, that she hadn’t been handed the reins.

    “I always felt like I was someone that could really touch on every single player and get the best out of them and try to make them the best that they could be,” Horan says. “I’m not going to be like the rah-rah speeches, all that nonsense. Becky (Sauerbrunn) and me are probably a little similar in that. I’m probably a little more crazy on the field. I want to make sure I’m the leader that I want to be, and no one’s trying to make me something else.”

    Before Andonovski gave her the armband — a move made in part because longtime captain Sauerbrunn missed the World Cup due to a lingering foot injury — Horan told him that getting the armband wouldn’t change her, or how players could talk to her. What it would change, she told him, is the tone it would set. She wanted to be a role model.

    “I’m not going to be a coach’s captain, I’m going to be a players’ captain,” she told Andonovski. So if that wasn’t what he wanted, then he shouldn’t make her a captain.

    Horan has lived up to her word since interim head coach Twila Kilgore stepped in, leaning on Morgan, Lavelle and Sonnett to make them part of the transitional process. She has empowered the team’s relative newcomers, too. The normally-reticent 23-year-old center back Naomi Girma said Horan “encouraged me just to find my voice.”

    “A lot of these new young players are going to have big freaking roles, even in this Olympics,” Horan says. “How the hell do we get the best out of them to go put us on the podium? It’s been a crazy place, but this is a really exciting role for me because I’ve felt like this is what I’m meant to do.”

    The team has four months until Hayes takes over, and six until the Olympics. The sprint is very much on for this massive group project to re-establish the team at the top, before looking ahead to 2027 and a World Cup that could be hosted at home. Every voice matters to Horan, from Horan to Lavelle to Morgan to Girma to Shaw and beyond.

    “We need to be doing everything we possibly can to be improving, to make each other better, holding the standards,” Horan says. “We need to change every bit of culture that we had prior to the last World Cup and going into this Olympics because we need to win. And that starts now.”

    (Photo: James Gilbert/Getty Images)



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    The New York Times

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