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Volume 22 No. 15


Kevin Warren was nearly killed after being slammed by a car while riding his bike as an 11-year-old.

“I’m not supposed to be here,” the Minnesota Vikings COO said recently. “I’m so grateful that as a young kid, I realized how fragile life is and how it truly is a gift. I should have died. My classmates should have been going to a funeral to say, ‘He was a nice boy, a good athlete, a good student and was fair, but life was cut short.’ That should have been the story of Kevin Fulbright Warren. But it wasn’t.” 

It certainly was not.

Kevin Warren has been a mentor and inspiration for many during his nearly 30 years in sports.
Photo: courtesy of the minnesota vikings

Today, the 55-year-old Warren is the highest-ranking African-American business executive in the NFL and one of the most underrated team leaders in sports. Completing his 14th season with the Vikings, he’s led an impressive organizational and financial turnaround of the franchise, has emerged as one of the most powerful voices on diversity and inclusion efforts, and has his eyes set on team ownership.

Warren has continually proven himself in sports business through an indefatigable work ethic and purpose-based mission that all stems from nearly losing his life and spending eight months in traction on his back — eating, drinking, going to the bathroom — anchored by a body cast.

Champions: 2019

This is the first installment in the series of profiles for the 2019 class of The Champions: Pioneers & Innovators in Sports Business. This year’s honorees and the issues in which they will be featured are:


Feb. 11 — Kevin Warren
Feb. 18 — Earl Santee
Feb. 25 — Bob Kain
March 4 — Debbie Yow
March 11 — Ron Semiao 
March 18 — Buffy Filippell

“I understood early the fragile nature of life,” he said. “It made me extremely mentally and physically tough. But it created a sense of gratitude and a drive to help people. I’m grateful for what happened. I truly believe I wouldn’t be sitting here today if I hadn’t gone through that accident.” 

Over the years, Warren has been an inspiring and influential executive to numerous young people in sports. He’s commanding and direct, yet empathetic. He focuses on altruism. But experiencing the fragility of life has left him clear-minded, consistent and focused. And it’s always about focusing on the day.

“When I wake up, I am so grateful,” Warren said. “I live and focus on the day. Today. So many people live their life writing to-do lists for tomorrow or next week. I write mine for today, because tomorrow may never come. And I made it my life’s mission and journey to help as many people as I can. Because I see every day as another day to do something great.”

■  ■  ■  ■

Warren was the youngest of seven children, the son of educators. After his accident in Phoenix, his body healed enough for him to have a strong athletic career playing basketball, but he focused on becoming a lawyer or a doctor, starting in pre-med at the University of Pennsylvania before transferring to Grand Canyon University in Arizona. 

“There would always be an opportunity to be employed if I was a doctor or lawyer,” he said. “I also felt from a meritocracy standpoint, I would be judged on my abilities and not my color. But the primary reason was because those were two professions that really were about helping people.”

After getting his MBA at Arizona State, he received a law degree from Notre Dame in 1990.

He was set to practice law in Phoenix when he was introduced to the late Mike Slive, who quickly hired him to assist at his practice defending colleges and universities that were under investigation. After Slive left to run the Great Midwest Conference in 1991, Warren departed to start his own sports agency, Kevin Warren & Associates. That led to an introduction to St. Louis Rams coach Dick Vermeil in 1997. Warren flew to St. Louis to meet with Vermeil, who told the 33-year-old, “You’re over qualified, but I like you, and I’d like to hire you.”

Warren couldn’t resist the lure of joining a team and took a pay cut after Vermeil created a new role across legal and player development. Warren commuted, lived in a hotel his first two years in St. Louis and engulfed himself in work.

“Vermeil told me, ‘There is not a meeting that you can’t sit in here in this building,’” Warren said. “So, I sat in on draft meetings, game-plan meetings, cuts, scouting. I would literally work until I couldn’t stand anymore. Those years were almost like a 10-year apprenticeship under one of the greatest minds and people in football.” 

Their time was successful, as three years later the duo won a Super Bowl together. After Vermeil left the Rams in 2000, Warren remained for one more year before going to the Detroit Lions, where he stayed for two years under Matt Millen before the organization cleaned house in 2003.

Warren with his wife, Greta, and their daughter Peri and son Powers
Photo: courtesy of the minnesota vikings

Back in Phoenix and practicing at Greenberg Traurig, late coach Dennis Green introduced Warren to Reggie Fowler, who was looking to buy the Vikings in 2004. When Fowler couldn’t finance the deal, Warren then helped the Wilf family close the purchase a year later with outgoing Vikings owner Red McCombs for $600 million. After a closing dinner at the St. Regis Hotel in New York City, Warren was set to return the next morning to Phoenix and the law. But during dinner, the Wilfs asked Warren to go to Minnesota and start the transition. “So, I flew the next day and started helping.”

His first day as executive vice president of legal affairs and chief administrative officer with the Vikings was July 4, 2005. Warren felt prepared because of his tutelage under Vermeil and had a plan for the organization.

“I visualized a hard-working, demanding, collaborative, healthy, detail-oriented environment,” he said. “Those are the people we looked for.”

Kevin Warren

Chief Operating Officer, Minnesota Vikings



Wife Greta, married in 1992

Daughter Peri, 22, a senior at Occidental College in Los Angeles, where she played volleyball and ran track

Son Powers, 20, a redshirt freshman tight end at Mississippi State



B.A., Grand Canyon University, 1986

MBA, Arizona State University, 1988

J.D., University of Notre Dame Law School, 1990



Associate, Bond, Schoeneck & King, 1990-91

Agent, Kevin Warren & Associates, 1992-97

VP, player programs & football legal counsel, St. Louis Rams, 1997-2000

VP, football administration, St. Louis Rams, 2000-01

SVP, business operations & general counsel, Detroit Lions, 2001-03

Attorney, Greenberg Traurig, 2003-05

EVP, legal affairs & chief administrative officer, Minnesota Vikings, 2005-15

COO, Minnesota Vikings, 2015-present

It wasn’t going to be easy. The Vikings were in the bottom five in league revenue, financially challenged by an outdated venue with a strict stadium lease and were often targeted for relocation. The franchise was seen across sports as an underperforming operation.

But under the Wilfs and Warren, that’s all changed — both on and off the field. The franchise appeared in the NFC Championship in 2018, just missed the playoffs this past season and has made the postseason five times since 2008. Unlike ownership under McCombs, the team successfully worked with city and state leaders to complete the challenging negotiations to get U.S. Bank Stadium built, opening it in 2016. That facility was the largest construction project in the history of Minnesota, and at $1.1 billion, was built on time and on budget. It, of course, has been a game changer, hosting Super Bowl LII last February and landing the NCAA Final Four, which will take place in April.

The Vikings are also building one of the most talked-about headquarters and mixed-use developments in sports, the privately financed $150 million Twin Cities Orthopedics Performance Center in Egan, Minn.

After 14 years under the Wilfs, the Vikings sit firmly in the top quarter of the NFL in overall revenue and are far more respected across the league. For Warren, it starts with support and resources from the Wilf family.

“When things make sense and cents, they will encourage it and be there with you,” said Warren, who was named Vikings COO in 2015. “We’re building a campus, and everyone comes and says, ‘Wow, you’re able to do this in Minnesota!’”

In addition, the Wilfs and Warren have created an altruistic spirit and mission-based culture.

“Our group works really hard,” Warren said. “We’re very demanding, but also very charitable. We launched our Minnesota Vikings Foundation in 2017. We created a women’s platform, Vikings Women. We were the first NFL team to host an LGBTQ symposium in 2018. We have created an Innovation Leadership Rotational Program for young people who cannot normally break into sports a chance to get into sports. We have a robust internship program. I wanted to make sure that we created an environment where everyone could feel comfortable.”

Warren also has made promoting women a top priority, moving four women into the Vikings’ executive ranks of top positions in legal, partnerships, people and culture, and finance.

■  ■  ■  ■

The tall and imposing Warren can be quick with a smile and a laugh. But this is a man of purpose, who takes his leadership role seriously.

“A leader should be an example,” he said. “People should look at a leader and say, ‘It is really hard to do all the different things that they’re doing, and in a manner that they’re doing it in.’ That’s something that I aspire to do. A leader shouldn’t be someone that people in an organization say, ‘There’s nothing special about them. They are someone’s favorite or they got there because they knew the right people.’

“So many times leaders underestimate the power of their presence, the power of their words, and most of all, the power of their actions. People should look at us and say, ‘It’s amazing what that person does on a daily basis.’ A true leader does it all with style, grace, class and always remembers to send the elevator back down to pick someone else up. That’s what a true leader is.”

Drawing again from Vermeil, he aims for consistency to his managing style.

“I communicate with our owners the same way I communicate with the people that I work with,” Warren said. “I cannot parse my words and change language for different people. I’m very honest. That’s the best way to help someone have a very successful career and be able to take care of those that they love. Be brutally honest with people. I’m very direct, but my voice never elevates.”

It’s not just in the office where Warren finds that consistency.

“My wife, Greta, is brutally honest,” he said. “You never have to wonder what she is thinking. I’m very clear-headed, which is by far the best way to just be totally honest. And I need people to be brutally honest with me. These positions, they’re designed to have a lot of blind spots and you have to have people not only in the co-pilot seat, but throughout the plane who can tell you if something is going wrong. I need people to be brutally honest with me and say, ‘Kevin, I know what you’re thinking. It may sound good, but here’s what may happen, and I want to help you try to solve the problem.’ That’s what I look for in a staff.”

■  ■  ■  ■

Looking ahead, Warren has ambitious goals — using sports to improve society, working across the industry to help people and hopefully expanding the diversity among team ownership. He implores all in sport to think bigger and broader.

“We in the sport business need to understand that sport is bigger than sport,” he said. “This is a powerful platform, as it allows us to be change agents in politics, education, race relations — when done correctly. We need to be very thoughtful and use sports to propel positivity in our society, empower young people and be inclusive. Diversity and inclusion in sports is critical. How do we make the staffs of sports organizations look more like America? Are women and men in sports paid similarly? Are women running sports organizations? Are people of color running sports organizations? The true leaders in this industry are the individuals who are asking, ‘In 2035, in 2050, what does this deal look like?’”

But that will take a new way of thinking.

“Sports leaders stay in their bubbles, are insular and don’t get outside,” Warren said. “But we need to have honest dialogue with a cross section and diverse group of individuals. What can we put in place today that will have a positive impact over the next 100 years? We must talk to politicians, to the financial industry, to Silicon Valley and internationally. How can sport interplay with other industries? Sports executives need to be more leaders of community and of industry.”

Speaking at an International Women’s Day event in 2018, Warren has made diversity and inclusion a focus of his work.
Photo: courtesy of the minnesota vikings

As he looks to build bridges across industry, Warren also has ambitions of holding an ownership stake in a big four franchise. He believes it would be a fitting legacy.

“Young people in sixth grade could look and say, ‘This guy did not grow up with any family money. He got his education, paid his dues, worked hard for 30 years, kept his head down and helped people. And he was able to eventually own a piece of a team,’” he said. “That’s the American Dream. That’s where my head is now. To have an opportunity, no matter how small that may be, to have a piece of a team, and to know that I have earned that opportunity and can add value.”

Still, while Warren dreams about the future, it still comes back to that fateful day on the bike.

“I’m not worrying about tomorrow,” he said. “I just want to make sure I’m maximizing today. You go to dinner and people will say, ‘Oh, I want this, but I’ll get that next time.’ But I tell them, you better get that steak today. Because there may not be a next time. I almost didn’t have a next day. You have got to celebrate every single day because we have no idea what tomorrow will bring us.”  

Sporting shoes for the Vikings’ “Crucial Catch” cancer awareness game last October, Warren (second from right) poses with fellow team execs (from left): Owner and chairman Zygi Wilf; Jim Cima, former senior project manager; Don Becker, executive vice president of real estate development and strategic projects; owner and president Mark Wilf; and GM Rick Spielman.
Photo: courtesy of the minnesota vikings

Minnesota Vikings co-owner Mark Wilf remembers his first impressions of Kevin Warren. It was when he and his brother Zygi were in the midst of buying the Vikings from Red McCombs in 2005. Warren, working at Greenberg Traurig at the time, was the legal lead on the deal.

“He was a very charismatic person, certainly a very serious person and very professional,” Wilf said. “Those were my impressions as we were working through the deal. He’s someone who is very straightforward, very professional and trustworthy in all his dealings. He was an A-1 person right out of the gate.”

Once the deal closed, the Wilf family asked Warren to go from a celebratory dinner in New York City to Minneapolis the next day and begin the transition.

“He was integral to the consummation of the deal,” Wilf said. “We knew about his experience in football, and he brought an over-arching view of a lot of aspects. He’s been an agent, he’s worked for teams, he’s been an attorney. So he had the background of understanding the sports business.”

Wilf cited Warren’s leadership the past 14 years as vital to the Vikings’ goal of being recognized as a first-class organization.

“He’s a great leader, but also a great team player,” he said. “He understands how all this works. He’s trustworthy, and he has a loyal commitment to always do what’s best for the Minnesota Vikings. He’s incredibly hard-working. He’s led and transformed our organization. He’s always asking questions and making sure that we do what’s best for the organization, the community, our ownership and all the parties involved.

“He’s got a long vision and a broad vision, and always with the Minnesota Vikings’ and our fans’ best interests in mind.”


“He had dinners at his house for the players. That’s where I really saw the common touch he had. He would invite five players and their families to his home. I would attend each one, and it struck me that he would serve the same meal at each one — prime rib, mixed green salad, green beans, some potatoes and a lot of wine.

“After about six weeks I said, ‘Coach, why do you serve the same meal?’ He goes, ‘Because I don’t want anyone to talk in the locker room about what we served and make someone feel that they got less of a meal. I want them to say that they ate the same thing.’ Be consistent. Be consistent. That’s what I learned from him. But we shared a laugh because I said, ‘Coach, if you’re going to do that, you’ve got to start cooking your meat, because everybody doesn’t eat their meat rare.’

“I learned a common touch from him. That’s why some of my most important meetings now are at our home. We can meet at a restaurant for dinner, and I don’t care how nice the restaurant is, but if I invite you to my home and you sit at my dining room table with the dogs, my kids and my wife, that tells you that you’re special. It elevates a relationship.

“I can’t bring you any closer than have you in my house.”


“The importance of details, details, details and a work ethic I had never seen before. He was amazing.”


“The process and the journey is always longer than you think. You may want to have the corner office and park in the premium spot, but it may take you 20 or 25 years. And don’t think that’s a negative. Just make sure you’re gathering as much knowledge and relationships as you possibly can along the way. 

“Spend the first 10 years of your career becoming excellent at your craft, then all of the other accoutrements will come. You have to work. Become excellent. If you become excellent at your craft, and you’re a good, decent person, who is physically, mentally and emotionally tough, you will have a brilliant career.” 


“Work ethic. Are they physically and mentally tough? I could care less about someone’s grade point average, class rank or test scores. That means nothing to me. I look at people. Can they set goals? Do they have vision? Can they think really big, but then are they willing to just embrace the suck? You got to have an absolute grit. Grit is a word I love. You can spot grit, and that’s why in my interview process, people are going to be taxed. If someone comes in for an interview, it may last all day. I may, on purpose, not have breaks in there for food. I want to see if that person will say, ‘I got to get something to eat, can we take a break?’ These jobs are demanding. The journey is not going to be easy.”


“Sports is truly a relationship business. So many people think that they can bully their way into success. You may get to a certain point, but in the long term, people do better deals with people they like. I don’t like doing business with people. I like doing relationships with people. If you focus on relationships and you care about that person, you’ll put yourself in that person’s shoes and say, ‘This person has a set of items and issues that they must take care of. So do I.’ From there, you can find the best way to create a win-win-win opportunity.”


“What I learned from my accident is that saying you hear Navy Seals talk about — ‘Embrace the suck.’ Life is a journey. If you’re in an industry that we’re in, and if you’re really trying to deal with tough issues and create a legacy, the majority of your life is going to be mundane, tough and demanding. You’ve got to embrace it. You really have to.”

At a playground opening in 2016; building communities and helping those who are disenfranchised have been focal points of Warren’s charitable efforts over the years.
Photo: courtesy of the minnesota vikings

Philanthropy has become an important pillar in the lives of Kevin Warren and his wife, Greta. Approaching their 27th wedding anniversary, the two have focused their day-to-day philanthropic efforts on strengthening communities, helping the disenfranchised and educating young people.

In December 2014, Kevin and Greta created “Carolyn’s Comforts” in conjunction with the University of Minnesota Masonic Children’s Hospital and are donating $1 million to a pediatric emergency care assistance fund to honor the legacy of Kevin’s sister, Carolyn Elaine Warren-Knox, who died of brain cancer earlier that year. Since the inception of Carolyn’s Comforts, nearly 500 financial grants have been made to families in need. 

In 2017, the Warrens launched the “No Doors Closed” scholarship program, selecting high school seniors from School District 191 near Minneapolis (the communities of Eagan, Burnsville and Savage) who will be first-generation college students. Each year, four students — two men and two women — are awarded a four-year, $5,000 academic scholarship renewable for up to four years, making them potentially worth $20,000 each. The Warrens plan to continue awarding four scholarships annually until 16 students are in the program on a perpetual basis.

Last year, Kevin and Greta announced an annual $20,000 scholarship program at Grand Canyon University for two student athletes, one male and one female, who have been admitted to graduate school. The recipients each received $10,000 in 2018, and two new students will be selected in 2019 and also receive that amount. This program will occur every year in perpetuity.

The Warrens also have established the Kevin & Greta Warren Family Emergency Assistance Fund at the University of Notre Dame Law School for students in need.

Chris Cooper

Vice President, Football Administration, Cleveland Browns


“I learned a lot from Kevin, but the one thing that still resonates the most is his willingness to open his door to a young and inexperienced kid like myself. He did more than just give me access, he asked for and valued my opinion and input and treated me as if I were a valuable member of the team from the minute I walked in the door. As much as Kevin’s success is due to his drive and intelligence, he taught me — through his actions — that humility, compassion and respecting others are just as important, if not more so.”



Jason Cohen

General Counsel, Dallas Cowboys


“He has that rare blend of book smarts and street smarts, can just as easily navigate the board room as he can navigate the locker room. … I worked with Kevin, as he would say, not for Kevin. … He was always encouraging my point of view even if I had nothing substantive to share. He was an open book and challenged me to find the why in the deal, not just the how. He spent so much time mentoring me and others that it’s no surprise there’s so many successful sports executives that have branched off Kevin’s tree.”



Ahron Cohen

President & CEO, Arizona Coyotes


“There are so many things I’ve learned from Kevin, such as impeccable attention to detail, creative problem-solving, perseverance, dedicated leadership and humility, to name just a few. The one characteristic that stands out above all others and the thing I strive to emulate the most is how much Kevin genuinely cares for others and how he uses his position with the Vikings to meaningfully impact his community and make it a better place to live. I firmly believe that Kevin’s infectious ability to make a positive difference in so many peoples’ lives is a significant reason why the Vikings have become one of the model sports franchises.”



Kieron Frazier

Associate, Greenberg Traurig


“Kevin Warren has been a mentor and a second father in a lot of capacities. He has taught me diligent work ethic, he has fostered my growth regarding confidence and integrity. He has taught me to be a team player. He taught me that the only bad question is the question not asked. He has taught me and continues to encourage me to constantly challenge myself in all areas of my life personally and professionally, to never be content, complacent or satisfied with being an average father, attorney, supervisor or employee. To continuously work towards becoming the best person I can be in all that I do at all times.”



Steve Argeris

Vice President & General Counsel, Carolina Panthers


“Kevin sees the big picture as well as anyone in the league, and knows where things are headed faster than anyone. His vision for the Vikings has made everything they do a standard-setter; they’re as well-regarded as it gets. When you’re looking for best practices or solving the difficult problems that clubs face, more often than not you’re going to seek out advice from Kevin or his staff. The scale of the franchise’s ambition and achievements under Kevin is incredible.”