Call Her Protected: Legal Lessons from Alex Cooper’s Harassment Allegations Against Her Former Coach

Alex Cooper, who Time Magazine described as "arguably the most successful woman in podcasting" after she signed a $60 million deal with Spotify, revealed this week that she was subjected to years of emotional and sexual harassment by her college soccer coach. In this deeply personal story, highlighted in Cooper's new docuseries "Call Her Alex," she details a harrowing account of Nancy Feldman's actions, and Boston University's failure to protect her.

This is a story about power, silence, institutional failure, and the complexity of sexual assault allegations and investigations. As a law firm that has worked with employers and individuals navigating these high-stakes issues, we believe Cooper’s story highlights some of the most difficult and often misunderstood aspects of harassment law today.



Emotional and psychological sexual harassment is actionable.

In Cooper’s case, the harassment was emotional and psychological. Cooper alleges that her coach fixated on her appearance, made invasive comments about her body and sex life, and exerted control by threatening to bench her or revoke her scholarship. Cooper described years of discomfort, fear, and mental distress.

Harassment doesn’t have to be physical to be unlawful. In both employment and education settings, a pattern of unwelcome conduct that creates a hostile environment—especially when a power balance exists in the relationship—is enough to trigger liability under federal and state law.

Power imbalances matter.

College athletes often live in fear of losing their scholarships, playing time, or future opportunities. When someone in power crosses boundaries, those subject to harassment may feel they have no choice but to endure it. Cooper says she didn’t report her coach at the time because she feared retaliation and thought no one would take her seriously. She was young, dependent on her scholarship, and felt isolated.

That imbalance isn’t unique to sports. It’s just as real in corporate offices, classrooms, and service industries. Harassment laws recognize that people in positions of authority—whether coaches, supervisors, or managers—carry more responsibility and can cause more harm when they abuse it.

Institutions must act.

One of the more appalling aspects of Cooper’s account highlights Boston University's handling of her complaint. She explained in the docuseries that she raised her concerns in writing—only to be ignored. Feldman remained in her position. Cooper was offered a way to keep her scholarship, but no investigation followed.

This is a textbook example of what not to do. Schools and employers have a legal obligation to investigate complaints promptly and take action to prevent further harm. When they don’t, they expose themselves to serious legal risk—not to mention moral failure.

Reporting isn't always immediate.

It took Cooper nearly a decade to go public. That delay doesn’t make her story less credible—in fact, it’s incredibly common. Individuals subject to pervasive sexual harassment often wait because they fear backlash, worry they won’t be believed, or, like Cooper, struggle to categorize what happened when it isn’t explicitly sexual or violent.

Organizations must be prepared for this. It’s not just about handling complaints when they happen—it’s about creating a culture that encourages people to speak up when they’re ready, without fear.

What can we learn from Cooper's experience?

Whether you manage a workplace or coach a team, Cooper’s story should be a wake-up call. Harassment isn’t always obvious, and the most damaging behavior often hides behind reputation, authority, and silence.

1. Have clear, written policies that cover and clearly describe emotional and psychological harassment—not just physical misconduct.
2. Train leadership to recognize subtle red flags and understand their power.
3. Offer multiple--and real--ways to report concerns, including anonymous and third-party options.
4. Respond quickly and transparently to every complaint—regardless of the accused’s seniority.
5. Protect against retaliation and provide support to complainants.

The law is always evolving.

The legal system is catching up to the reality that harassment isn’t one-size-fits-all. It can be subtle, emotional, or controlling. It can live in locker rooms, offices, group texts, or Zoom calls. As Cooper’s story shows, we all have a role in preventing workplace harassment. If you have been subject to workplace harassment, or your organization needs help navigating these challenges and  designing better safeguards, Holland Legal is here to help.