Locker room cameras still lacking fans Forty Under 40: John Shea Forty Under 40: Pete Vlastelica Forty Under 40: Damani Leech 15 rounds with ‘Rocky’ musical NFL warms up to variable pricing Forty Under 40: Andrew Lustgarten Forty Under 40: Nate Appleman People: Executive transactions Forty Under 40: Bess Barnes
SBJ/November 5-11, 2012/People and Pop CulturePrint All
Bill Hamilton will step down as sports information director of South Carolina State University, effective June 2013.
The Indiana University School of Journalism named Malcolm Moran director of the National Sports Journalism Center. Moran is the Knight Chair in Sports Journalism and Society in the College of Communications at Pennsylvania State University.
Saint Louis University promoted Janet Oberle to associate athletic director and Brian Kunderman to assistant athletic director for media relations and named Matt Hayden associate athletic director for development.
VenuWorks promoted Tammy Koolbeck to senior vice president, John Siehl to regional vice president and Andy Long to vice president for events and entertainment.
Tom Anderson stepped down as director of motorsports operations for Rahal Letterman Lanigan Racing.
Awards and Boards
The Mobile (Ala.) Sports Hall of Fame elected Peter Albrecht president.
The short-season Class A New York-Penn League named Jason Dambach, vice president and general manager of the State College (Pa.) Spikes, the Robert Stedler Executive of the Year.
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Rings in Miami
Miami Heat owner Micky Arison presents team President Pat Riley with a 2012 NBA Championship ring prior to the game against the Boston Celtics on Oct. 30 at AmericanAirlines Arena in Miami.
Photo by:NBAE / GETTY IMAGES
Tufts University facility dedicated
Tufts University dedicated the on-campus Steve Tisch Sports and Fitness Center, a $16.6 million, 42,000-square-foot athletic facility, on Oct. 22. The facility was a collaborative development effort led by Stanmar Inc., which specializes in the planning, design and construction of athletic, aquatic and recreational facilities for private colleges, universities and independent secondary schools. Left to right: Jim Stern, Tufts University chairman of the board; Tony Monaco, president of Tufts University; Steve Tisch, primary benefactor of the Steve Tisch Sports and Fitness Center; and Mark Snider, president of Stanmar Inc.
Photo by:ALONSO NICHOLS / TUFTS UNIVERSITY
Fanographie Summit draws best in digital
More than 100 guests and speakers from major brands in digital sports and entertainment attended Coyle Media’s latest Fanographie Digital Sports & Entertainment Summit at Brooklyn Bowl on Oct 24. The event was sponsored in part by the Brooklyn Nets. From left to right: Ben Shields, ESPN director of social media; Dario Spina, Viacom executive vice president of integrated media; Chris Freet, University of Miami associate athletic director of communications and marketing; Greg Kahn, Optimedia executive vice president of global business development; Melissa Rosenthal Brenner, NBA vice president of marketing; Pat Coyle, Coyle Media president; and Lauren Pasquale, U.S. Olympic Committee digital media director.
Photo by:COYLE MEDIA
Allaster in Istanbul
WTA Chairman and CEO Stacey Allaster on Oct. 28 delivered the State of the WTA Address prior to the finals at this year’s TEB BNP Paribas WTA Championships in Istanbul.
Photo by:WTA / GETTY IMAGES
Wembley walk-throughs for NFL
The NFL’s International Series returned to Wembley Stadium Oct. 28 for a game between the St. Louis Rams and the New England Patriots. Above, Rams owner Stan Kroenke (left) talks with London Mayor Boris Johnson before the game.
Photos:SEAN RYAN / NFL
Musician Jon Bon Jovi (left), Patriots owner Robert Kraft and Ricki Noel Lander walk the field at Wembley.
Students meet with NCAA president
NCAA President Mark Emmert (center) met recently with dual degree MBA/MSA students from the sports administration program at Ohio University during a visit to Wright State University in Dayton, Ohio. Facilitating the experience was Christina Wright, at far left, NCAA assistant director of educational programs (Ohio University MSA ’10).
Photo by:OHIO UNIVERSITY SPORTS ADMINISTRATION
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Steve Lauletta worked in sponsorship management at Miller Brewing Co. and consulting at the Radiate Agency before taking his current job as president of Ganassi Racing. Over a lunch of butternut squash soup and a Caesar salad, he spoke about the business of NASCAR, his approach to business and decision-making.
Photo by:ACTION SPORTS PHOTOGRAPHY
The state of sponsorship in NASCAR: here’s definitely been a value adjustment because of the decline in ratings and the fact that there has been fewer people in the grandstands, so the visibility part of the equation has sort of leveled out. Our challenge has been to find other assets and value to keep the whole where it’s at. There might have been an adjustment on the value of what the logo on the hood means, but there are a lot of other things you can do as a team to deliver value to a partner. Business-to-business is a good one to dig into.
The motorsports industry needs to do a better job of: If we can get to a point of more collaboration, so that we’re helping each other, we can grow as a whole. That’s one of the challenges I see having come from stick-and-ball sports my whole career. They are happy to share information with each other. When the Chicago Bears come up with a good idea, they can share it with the Atlanta Falcons. They’re not beating each other up in the same market. We’ve historically been close to the vest because we’ve said, “You might take my sponsor.” There’s a lot more collaboration now [in motorsports], but it’s nowhere near where it needs to be.
One way to approach business: I’ve always been very high on a test-and-learn approach to business. You come up with an idea, test it as quick as you can, learn from it and decide whether you want to implement it all the way. If you talk to some of these sanctioning bodies and we come up with an idea, my idea is, “Let’s do it this weekend.” A lot of times we don’t have that quick action. I’m not saying it’s the right way, but it’s the way I’ve always done it. That’s always proven to be effective.
An area of frustration: I see a lack of urgency to change things. That’s motorsports in general. There are a lot of smart people in the business with a lot of good ideas and to get them implemented is difficult. There’s a forum to discuss ideas, but the decision making isn’t like the NFL where there’s an owners meeting. We have to rely on the sanctioning bodies — NASCAR, IndyCar, NHRA, Grand-Am — and they all realize these decisions need to be made quicker than they are.
Patrick Scanlon recently joined Quicken Loans Arena as director of guest experience. Scanlon is a veteran of the venue industry, having served as director of guest relations for the New York Yankees and most recently at the Rock and Roll Hall of Fame and Museum. He spoke with SportsBusiness Journal staff writer Anna Hrushka.
■ New title: Director of guest experience for Quicken Loans Arena.
■ Previous title: Manager of visitor and member services at the Rock and Roll Hall of Fame and Museum in Cleveland.
■ First job: Corporate trainer at Macaroni Grill and Chili’s. “When you’re a waiter, taking care of people impacts your right front pocket directly. That’s where I learned how to deal with such a wide variety of people. I took those little bits and parlayed that into my approach and philosophy on how I take care of people across the board.”.
■ Education: Associate of arts degree in mass communication, St. Petersburg College, 1998.
■ Resides: Lakewood, Ohio.
■ Grew up: Clearwater, Fla.
■ Executive most admired: Terry Stewart, president of the Rock and Roll Hall of Fame.
n Brand most admired: Nike.
■ Last movie seen: “The Avengers.”
■ Favorite movie: “The Natural.”
■ What will be the biggest challenge in your new position?
Getting acclimated to what they do here at the Q. I’ve run a baseball stadium and a rock and roll museum, and now I’m just learning what they do here at a multi-event venue and how all of my skill sets leading up to this point will be integrated into that. So the biggest challenge: patience.
■ What’s the biggest risk you’ve taken in your career?
Leaving the New York Yankees to move to Cleveland, Ohio — in the sense of uprooting with an organization for almost a decade and then venturing into uncharted territories.
■ What’s your biggest professional accomplishment?
I’d say getting this job here at the Q.
■ What career advice do you have for people wanting into the sports industry?
Be knowledgeable about what’s out there. Utilize all of the various resources such as TeamWork Online. Constantly peruse team websites to see what opportunities are out there. Even with the Rock Hall and the Yankees, I’ve gone to a multitude of job fairs. I used to go to the Baseball Winter Meetings every year. Those are the times that people have the best opportunity while they have a fairly captive and engaged audience to get a job in the sports industry. Squeaky wheel gets the grease: I hired more interns with the Yankees because they wouldn’t leave me alone.
■ What is the one element you would like to see changed about the sports industry?
I think the sports industry has gone through evolutions, if you will. I think they’re starting to realize it needs to get back to the fan. It needs to be more guest- and fan-centric. The landscape changed over the last decade, when they started rebuilding stadiums. Because of the economic landscape, it was prudent for people to build more club seating and suites, which is all well and good. That’s where a lot of the money comes from. But at the end of the day, it’s your fan that has been there, buying their $8 bleacher seats for the last 50 years, that is the foundation of what your team really is.
y father, my No. 1 mentor, once gave me this piece of advice: “The camera spots a phony every time.” That’s true in his profession [McManus’ father was broadcaster Jim McKay] and mine. If you try and fake it, and if you aren’t true to your values, you will be exposed eventually.
Photo by:PATRICK E. MCCARTHY
I don’t have any respect for proprietorship. It’s great if somebody comes up with an idea and they get congratulated, but people who worry about where the ideas come from or who gets the credit are not really valuable members of your team.
I like to be involved with every aspect of this division because I love the division. … There isn’t really one aspect of the division that I’m not incredibly involved in.
I have nothing against lawyers, but when I came here there were three lawyers working for CBS Sports. There are no lawyers working for CBS Sports right now.
Leslie Moonves, Barry Frank at IMG and Don Ohlmeyer were three bosses I had and I learned a lot from them. I learned from them never to expect anything more from your team than you give yourself, whether it’s in terms of commitment, hours, results, work ethic.
Those men also demand complete and total loyalty to your division and to your boss, which I think is incredibly important. They also have a great sense of perspective. They all love what they do. They all have great senses of humor.
I don’t think I’ve really changed as a manager, to be honest with you. I have a little more perspective now that I have a family. I got married pretty late in life. When I didn’t have a family, all I did was my job because that’s all I loved doing.
I think I learn more in a job interview from the questions that the applicant asks me than the questions I ask them because they know what questions I’m going to ask them and they’ve probably given the same answers many times. Then I usually say, “Do you have any questions about CBS Sports or our vision or where we’re going, or me personally?” And the questions that I get usually indicate that they really have thought about this job and that they have something to offer.
I do not enjoy long-winded answers to any questions that I give. People need to be succinct, direct, to the point, and they don’t have to be shy. They can tell me what’s on their mind.
Most people have a pretty good B.S. meter. I think I have a really good one. And if I walk into somebody’s office and I ask them a question and they’re not giving it to me straight, which almost never happens, I have no patience for that whatsoever, nor should I or will I tolerate that.
Life’s too short to try to beat around the bush. There’s not enough time. We have too many things we’re doing.
If you’re comfortable in your job all the time, then you’re not stretching yourself.
I was made vice president of programming when I was 27 years old at NBC. I’d always grown up in production. … But they called me up one day and said, “We’re not crazy about the way the programming department is running. We’d like you to run it.” I said, “I appreciate that. Thank you very much.” Then I thought to myself, “Holy shit. I don’t think I’m ready for this job.”
Whatever your first opportunity is, you should take it. If it’s getting popcorn at the YES Network for Michael Kay, you should do that. … Once you get your foot in the door, then you can start to make a name for yourself and you can really start to impress the people for whom you work.
If you have to read books about time management and managing people, then you’re probably not instinctively good at it, which means you’re probably not instinctively ever going to be great at it.
I’m sure business how-to books are valuable for a lot of people, but I’ve read some of them and after a while I hit myself in the head and say, “Well that’s pretty obvious.”
I never read “Friday Night Lights,” which makes me feel stupid. Without an iPad, I would have written it down or made a note and gone to the bookstore. Now I said, “OK, ‘Friday Night Lights,’” and three seconds later I had the book on my iPad.
The iPad, for me, is the greatest invention ever. I get on the airplane to go to Los Angeles and I had three papers I read pretty religiously. … And I had season three of “Sons of Anarchy.”
“Homeland,” I think, is the best thing on television. I’m not just saying it because it’s on Showtime. “Homeland” is unbelievable.