For Michelle Singer, the World Cup Goes Beyond Soccer

This summer, Philadelphia will host six matches of the 2026 FIFA World Cup, while also marking the nation’s 250th anniversary. “This is a once-in-a-generation opportunity that we all get to experience,” Michelle Singer, Comcast’s senior vice president for political engagement and the co-chair of Philadelphia Soccer 2026, said. The Pittsburgh native, who previously worked on presidential campaigns and in state politics, has spent the past seven years working to ready the region for the tournament.

Singer brings a strategist’s urgency and business foresight to work that spans fundraising, consensus-building, and investments in the city’s future. For her, Philadelphia’s extraordinary summer is an opportunity to deliver value to the city long after the last game.

How did you get involved with organizing the World Cup?

I work in political affairs for Comcast, but my role has always extended into other areas. It’s very relationship-driven work, which means I often get pulled into projects that don’t fit neatly in a clear vertical but that impact how our company shows up, especially in Philadelphia.

This is our chance, this summer. It’s more than just making financial investments. It’s about people. It’s about civic leadership. It’s about partnership and reflecting the values of our city. And this is where you get to lean in and truly have an impact. Being a leader on this effort comes with a great sense of responsibility.

You’ve helped lead planning for major national events in Philadelphia, including the World Cup and the 2016 Democratic National Convention. What guides your approach to organizing these events?

I ask, how is it going to impact the city? How is it going to impact the citizens? And not just downtown, but all of the citizens in all the neighborhoods. How does this look throughout the entire region? I’ve spent a lot of time around elected officials, but I’m not a politician. The closest thing I can do to help our community is to participate in planning these big events.

These are big civic moments. It’s also an economic impact opportunity, convening people, having people come to Philadelphia who have never been here before to see what it’s all about. We want them to take back more than just the experience of one event; we want them to see all the facets of what Philadelphia has to offer.

Why is Philadelphia uniquely positioned to host multiple global events in 2026?

That’s easy. This city is built for big events. Just take the logistical perspective. You can get from the airport to downtown in 20 minutes. You can move a substantial number of people around quickly. The trip from Center City to the stadium complex on the Broad Street Line is 11 minutes. Philadelphia is a great city to get around in: It’s compact, it’s walkable, it’s accessible, and it’s approachable.

We are rich in history, arts, culture, public space, restaurants. So even when you go beyond logistics, what we have to offer guests in our city is genuinely hard to beat.

“If the summer of 2026 leaves the parks improved, businesses stronger, and Philadelphia’s story more widely told, the payoff will last long after the final whistle.”

Beyond ticket sales and TV audiences, how should the success of the summer events be measured?

I want everyone — resident, business owner, visitor — to remember where they were during the summer of 2026. And I want it to be a proud or fond memory in Philadelphia.

An event like this, where people come from all over the world, has a true economic impact. We’re expecting up to $770 million in economic impact. What does that mean? It means nearly every business will be touched by this event. They will see more business, commerce, and cultural impact. A summer like this will bring visitors back. If people come back because they loved the neighborhoods they discovered, that’s a win. If a small restaurant grows into a sustainable business because of new customers from the events, that’s a win. If the summer of 2026 leaves the parks improved, businesses stronger, and Philadelphia’s story more widely told, the payoff will last long after the final whistle.

Large events require alignment between public, private, and community partners. What’s your playbook for building trust and maintaining coalitions?

It’s all about communication, early and often: honest, open, and clear communication. It’s core to how we approach our work at Comcast and the ways we work to engage public, private, and community partners at scale. Big events demand coalition building and you have to be clear about the goals from the start to align around shared outcomes. Whether it’s a political convention, the World Cup, or any large event, that clarity is key.

It’s similar to how we work at Comcast: bringing different parts of the company together, moving in the same direction, and working with partners across our connectivity, mobile, and media businesses.

The same is true for this summer. People may say, “Oh, I’m not a soccer person.” It doesn’t matter. This is about Philadelphia. With the 250th anniversary of the country happening at the same time, this is the moment. You have to expand the frame so different constituencies see how it benefits them. This is a once-in-a-generation opportunity that we all get to experience.

What role do private partners and local businesses play in bringing the World Cup to life beyond the matches themselves?

We work with chambers of commerce and the business community to ask: How do you plug in? Whether it’s restaurants, small businesses, or large employers, there is a role for everyone to make this successful. And representing a large employer, we’ve been very clear and intentional about how to engage. With the World Cup, there’s something for everyone.

Private partners play a really important role alongside the public sector. Federal and municipal funds cover critical safety and security, but private sponsorships and philanthropic gifts support the programming and experiences that bring the event to life across the city. That includes fan zones, community activations, and neighborhood-level engagement.

From the beginning, we have positioned private fundraising as a civic effort. That framing matters. It’s not just about soccer for sponsors. It’s about what these events mean for Philadelphia and how businesses can be part of delivering that impact.

What is your personal approach to leadership?

I’m competitive by nature; I like to win. Much of my life has involved competing, whether in sports, political campaigns, business, or simply pushing myself to be better. That mindset carries into how I lead.

I believe you can always do better or approach from another angle — for the company, for the city, for the country. I’m motivated by advocating for something bigger than the moment, setting a clear vision, and building strong teams that can bring that vision to life.

I don’t micromanage. I step in to steer or redirect when needed, but I also know when to step back and let others lead. Strong leadership is about understanding when to advance and when to create space for your team to step forward.

You also need to show up. Leadership is not easy. It takes emotional fortitude, and people know if you’re fully invested or not. To me, that means being truly authentic. None of us are perfect. As a mother of two teenagers, I know there’s no playbook, and that perspective stays with you.

Crisis and last-minute changes are inevitable on big projects. Can you share a moment when nimble leadership made a difference?

I was on a presidential campaign advance trip during the Iowa caucuses. Just as the candidate was about to step out of the car, I noticed the Iowa state flag on the stage started to come loose. Ten scenarios flashed through my mind; none of them were good! There was no time to stop the moment, so I took off my shoelace and tethered the flag to the pole right before he approached.

The lesson is simple: You do whatever it takes to make things work. Sometimes you pivot completely. Sometimes you improvise. Sometimes you use a shoelace. Whatever the moment calls for, you make it work.

How do you define successful leadership?

Watching those I’ve been lucky to lead go on to bigger things. It’s never about one person when things go well. It’s about building a committed, accountable team aligned around a shared goal.

Do you have any advice for young people who want to work at the intersection of policy, events, and corporate civic life?

My advice is straightforward: Watch and listen carefully, be organized, cultivate empathy, and adopt a growth mindset. If you do that, you’ll never stop learning.

This work is about making connections to advance a shared goal. So, again, it’s how you show up that really matters. Be curious, do the work, build relationships, and truly understand your mission.

What would people be surprised to learn about Comcast?

At its core, the company is rooted in entrepreneurship. That mindset carries through in how we show up in the communities we’re part of.

We’re a large company, but we’re deeply committed to the communities we serve. We approach our work with a sense of responsibility. How can we support opportunity? How do we fuel growth? How do we make it easier for people to succeed? That’s where public-private partnerships really matter, and where Comcast is actively leaning in to support and help drive that work.

Favorite indulgence: A Primo’s Italian Hoagie.

Favorite small business: Zipf’s Candies, a little nostalgic candy store. I love old-fashioned candy!

Greatest Philadelphian: Thomas Paine. Common Sense. Period.

You don’t know Philly until you’ve… eaten a soft pretzel for breakfast, lunch, and dinner.

I feel most like a Philadelphian when… I’m looking at City Hall.

On a nice day off you’ll find me… outside with my kids, most likely at one of their sporting events.

What being a changemaker means: Pushing forward in meaningful, intentional ways. Honoring tradition while daring to do things differently.

Lucy Danziger is a journalist, an author, and the former editor-in-chief of Self Magazine, Women’s Sports & Fitness, and The Beet.