The Sports Info Business

It is important we hear from different voices in our industry.  For that reason, I accepted a pitch from Katrina at Comment Communications and after speaking with her, agreed to feature Wesley Mallette in our 10 Questions series…..

Wesley Mallette is Co-Founder and CEO of Comment Communications (formerly known as Elevation Sports & Entertainment) and President of Comment’s Sports Division.  A founding partner of the rising boutique firm, the former Division I football player and decathlete translates experience and passion into proven results for the firm’s client.

1.    It seems that every day, another athlete is getting into trouble. Why does it happen so often?

Based on what we see almost daily, it would be easy to believe all athletes are troublemakers. That’s simply not true. What’s important to recognize is that for every athlete we see front and center on ESPN who has found himself in the midst of some turbulent or controversial situation, there are many more who are doing the right thing. Unfortunately, because athletes live under such a microscope, when things do go awry, the whole world knows about it instantly.

2.    How can an athlete or an organization actually “prepare” for a crisis when a crisis is usually something that is unforeseen?

Living a life of honesty and integrity is the best way to minimize your chances of finding yourself embroiled in crisis, however, no one is immune.  Athletes should always keep their team of PR strategists and legal counsel in the loop at all times regarding what is going on in their world. Having no surprises means you’re never caught off guard.
The best way for any athlete or organization to actually “prepare” for a crisis is to have an action plan in place from day one. While you may not be able to anticipate the specific crisis or the tactics that will need to be executed, you can clearly define what the procedures and protocol will be — the lines of communication, designated spokespeople, media policy, etc. Then, if and when a crisis occurs, the plan is executed immediately and the situation is handled in a controlled manner.  The athlete huddles immediately with his or her team of advisors (i.e., legal counsel, crisis/strategic PR team, agent, manager, team execs or reps, sponsors, etc.), and determines the appropriate course of action and media strategy.

3.    From your perspective as a PR professional, how has social media changed the media landscape and does it help or hurt an athlete, especially in a crisis?

The advent of social media has changed the media landscape on so many levels and it can both help and hurt an athlete in a crisis. In the age of social media, communication is instant and can go viral in a matter of minutes. Anyone with a cell phone, camera or voice recording device; can snap a picture or record video of an athlete behaving badly, then upload to YouTube, Facebook, Twitter, UStream, etc., and the next thing you know, whatever then were doing is now out there for the world to see —  and unfortunately,  judge — positively or negatively. Conversely, if there a rumor or a mistruth floating out there about an athlete, the athlete and his team can quickly correct it by being able to reach the fans directly and authentically, setting the record straight through social media.

To make social media work for them, athletes must clearly understand the benefits and pitfalls of social media.  Saying the wrong thing on their Facebook page, being tagged in the wrong pictures, Tweeting something inappropriate or offensive will spark controversy and can be extremely costly. It cost the NFL’s Larry Johnson his job in Kansas City after a series of inappropriate tweets.

In a crisis situation, social media should be a key component of the overall crisis communications plan because it provides an authentic way to connect with fans and media on the athlete’s terms, BUT it must be combined with a traditional media approach. Many people still trust traditional media outlets and often these reporters are driving the story and as a result, helping shape the public perception.  In other words, putting out a statement on your Facebook page, fan website, etc., is not enough when dealing with a crisis. Just ask Tiger.

4.    We can all name dozens of athletes who have handled a crisis badly, but can you give us examples of those who handled it well?

For as many athletes who have handled a crisis badly, there are also those who’ve weathered the storm and come back, arguably stronger than ever: Kobe Bryant, Michael Phelps, Charles Barkley, Jason Giambi, and Andy Petite, and you can even toss in LeBron James after his his refusal to shake the hands of the Orlando Magic after the Cavs Eastern Conference Finals loss last season.

These individuals lost endorsement deals and credibility, but they all recovered.  And the reason is, they faced their issues head on.  They owned their level of responsibility.  They held themselves accountable for their actions and they worked hard to get through it. Their messages were consistent.  Their apologies were sincere.  Their “humanness” was believable and real.  But prior to whatever reputation or sponsorship damaging issue that confronted them, they built a significant bank of goodwill with the media, the public, and their fan base.  And somewhere in the midst of it all, at the core, was a sound communications strategy designed to help them face these painful issues head on, deal with them and work through them.

5.    Why is an athlete’s brand image so important and why do so many athletes seem to forget that it’s so important?

An athlete’s brand image and reputation is everything they have. It impacts their ability to land endorsement deals, sponsorship deals, contracts, off the field endeavors, etc.

There are a number of reasons why so many seem to forget, but one of the main reasons is that they tend to live in a bubble surrounded by people who say yes to them all the time. Being placed on a pedestal and given a false feeling they are “above the law” only leads to a horrible fall from grace when crisis hits because their perception of reality is off.

Too often, the feeling of invincibility combined with high salaries, less than qualified people around them advising their every move, focus on material things, superficial relationships, and unrealistic expectations, tend to cloud their judgment and ability to make sound decisions. Many athletes lose sight of the importance of brand image until they lose sponsorship dollars and endorsement deals, or lose their jobs outright. Ask Adam “PacMan” Jones about that. Gilbert Arenas is not far behind.

Your reputation is all you have at the end of the day. If it’s tarnished beyond repair, the chances of recovery are slim, not to mention your long-term career prospects.

6.    Crisis aside, what can an athlete do to improve or enhance his brand image on a routine basis?

Athletes should make sure they have a strong PR team around them to help develop and execute strategic public relations campaigns touting what they are doing OUTSIDE OF THEIR SPORT to improve the conditions of their fellow man/woman. Building up the bank of goodwill is so critical in this day and age because when crisis or controversy hits, the athlete will need to go to that bank and cash in some of those chips. The more athletes are known for their work in the community and their philanthropic commitments, the better it is in terms of creating a stronger reputation, an unflappable image, new financial opportunities (i.e., sponsorship and endorsement deals), spokesperson opportunities, etc.

Stay involved in the community. Be involved and have a voice. Contribute to the improvement of society and be a positive role model. Do something positive all the time and be genuine.  Get involved with something you truly believe in.  Your passion will shine through.

Also, staying out of trouble and always doing the right thing helps.

7.    It’s no secret that if you asked pro athletes what they most dislike about being in the spotlight, most would put dealing with the media near the top of their list. Why does there seem to be such an adversarial relationship between the media and professional athletes?

A large part is due to the fact that most athletes have never been properly trained in how to work with and handle the media. It is clear that those who have been media trained, fare better across the board.   Just ask Payton Manning.

Also, many athletes believe the “media is out to get them” (e.g., Barry Bonds) and perpetuate the adversarial relationship.

Athletes need to be coached and understand the media have a job to do and that jog is to report the story. The athlete plays a role in their ability to complete that job, especially when they are front and center in the story. Having the right PR team to coach and counsel the athlete and help them understand how this relationship works is critical.

8.    Despite their disdain for the media, it’s ironic that so many professional athletes want to work in the media once they retire. How easy or difficult is it for an athlete to make the jump to the sports broadcasting?

Although former athletes have advantages weighing in their favor to enter the broadcast booth following a successful (or at least semi-successful) career in their sport, not everyone is able to make the jump to the booth and do well. Because of their insight and first hand knowledge of the game, networks and media outlets are pre-disposed to hiring them as analysts, but each athlete is different and there’s no guarantee their on-field performance will translate into the ability to share their knowledge in an articulate way when the microphone is on.

How easy is it? That depends on the athlete and how quickly he or she can develop a commanding presence, understanding of how to communicate on television or radio and speak to viewers and listeners in a way they can relate to, understand and enjoy. It is not easy to do this and many athletes try to make the transition without proper training.

When you look at the number of former athletes in the booth and on-air now, you can see the ones that are doing well and the ones that clearly need help. One of the things we offer our clients is broadcast media training, where we prepare them for life after the game and the transition into the booth for a long and successful post-career.

9.    What would be your advice to a college athlete who is about to make the jump to the pros?

I have a lot of advice for athletes about to enter the professional ranks. I strongly recommend reading the article I posted on the subject on thesportscommentary.com (and will post again in April) as it outlines many of the key points. Ultimately, my best advice to them is to build and make sure you have a strong team of SEASONED PROFESSIONALS around you that are NOT “yes” men/women. They need top flight PR pros (different from publicists), legal counsel, agent, manager (if necessary), accountant/financial planner, sports psychologist, and security (if necessary). Surround yourself with people who are not afraid to tell you the things you need to know, not what you want to hear.

10.  How early do you think an athlete should consider media training?

As soon as he or she enters the collegiate ranks. Early and often. Media training is not – and should never be – a “one and done” deal. Take it seriously. There’s no way you would just go out and practice once and think “hey I got this down” and then show up for the games thinking the outcome will be consistently favorable, would you? So why any athlete would think that is how dealing with the media works is beyond me. Media training is necessary on an ongoing basis. Just like practice. Don’t get lazy with media training or it will impact the results of how you are presented through the media.

For more information about Mallette and Comment Communications, go to www.commentpr.com.

Pete Carroll (then) USC head football coach with Charles Harris (me) before a fundraising event in Orange County

It has been a few days here on the West Coast since USC football coach Pete Carroll announced he is leaving the Southern California college coaching scene and heading to Seattle to coach the Seattle Seahawks.

Carroll, ressurected the USC football program and in nine years took it from oblivon to center stage.

National Champions, Heisman Trophy winners some of the best recruits in the nation, the Trojans had it all.

What I didn’t know until reading Los Angeles Times sports columnist Bill Plaschke’s story this morning on Carroll was that he was USC’s fourth choice to coach the football team.

The first three had turned down the position and luckily for Carroll, the others didn’t see what Pete did.  He didn’t exactly start off in the best of times at USC.  Plaschke, who was the Dodgers beat writer while I was with the team in the ’90’s and one of the best sports writers today, pointed out “But none of it mattered because USC was in relative tatters, without a bowl win in five years, without a 10-win season in more than a decade, without a national title in 22 years.”

Nine years later, the story has changed and someone will inherit a program in much better shape, NCAA investigation and all.

Carroll arrived at USC after a less than stellar NFL coaching career where he was booted from the NY Jets after a 6-10 record and a three year mark at New England (27-22).

Four is certainly the new number one.  He is not alone, however.

I tend to stay away from tell all sports books.  After having been around the business for so long, my reading interests have become pretty diverse.  These days, I am more likely to read Devil in the White City or The Boy Who Harnessed the Wind than read the latest tell-all sports book.

That said, I did pick up Joe Torre’s book, published last year and called The Yankee Years yesterday and plowed through the first 100 pages late into the night. I mention it only because of the way the first chapter and the first page began.

“Joe Torre was the fourth choice.”

Not a bad fourth choice if you are a New York Yankees fan — Or a USC fan.

It is an important life lesson where we can all learn.  In accepting a job or a challenge, it is not important how you receive an opportunity, the important part of any journey is that YOU RECEIVE the opportunity.  What you do with that opportunity is what defines you.

It reminds me of a short story that I used to hear during my time with the Dodgers.  Tommy Lasorda, the Hall of Fame Manager and official bleeder of Dodger Blue was asked how it felt to be replacing a legend like Walter Alston.  Alston had coached the Dodgers from 1954 to 1976.  Lasorda was filling pretty big shoes in Alston.  Lasorda, reportedly answered, “I want you to ask the next guy how it will feel to be replacing Tommy Lasorda.”

I have had the privilege of meeting both Peter Carroll and Joe Torre.  I am picture with Carroll in the photo above (not my best side) and have heard him speak at other fundraising events.  Torre, I met while he was a broadcaster with the Angels.  Both are amazing men.  Four is indeed the new number one.

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Scroll down and watch Pete Carroll addressing media at USC about his departure to Seattle to coach the Seattle Seahawks

People often ask me what are the most memorable sports stories of 2009.  While most have taken the obvious road with the enthusiasm of a Tiger, I have chosen a different path with two moviing stories you probably do not know about.  Let’s see.

Enough of words today, here are a couple of inspirational videos we all need to see.

The second, titled The amazing story of Mark Herzlich is also a keeper for 2009.

Sports can certainly serve as an inspiration.  Pass these the link from today’s videos on to people that need a bit of hope.

Some say Dennis Bickmeier has always been racing from one place to another.  The sports management executive has worked in college sports (The Big West Conference), professional sports (Dodgers and <then> LA Rams) among other places.  Now, he is the VP of Sales and marketing for the Michigan International Speedway.  We asked him 10 questions and here are his views on a number of subjects.

1. Tell us about your Company, your job and your responsibilities

I work for Michigan International Speedway, located in Southeast Michigan, about an hour plus from Detroit.  Our speedway is part of the International Speedway Corporation family of tracks that includes Daytona International Speedway and Talladega Superspeedway to name a few.  We host two NASCAR race weekends annually over the summer, one in June and one in August.  The speedway is 41 years old and has a great tradition in the motorsports world, especially being in the heart of the auto industry.

As the Vice President of Consumer Sales and Marketing, I have oversight of our three primary departments with direct responsibility for selling our events:  Communications, which includes Public Relations, Marketing, Advertising, Promotions, Social Networking and Event Entertainment; Corporate Partnerships, which includes Sponsorship Sales, Hospitality/Suite Sales and Fan Plaza Sales and Operations; and Ticketing, which includes Ticket Sales, Group Sales, Mobile Ticket Office and Ticket Operations.

One of the primary reasons for creating this position was to get the three departments outlined above aligned more strategically and efficiently, so that they were not working in silos.  The biggest part of the job is working directly with the department heads within our group and across other departments to manage our business – set our goals, develop and execute initiatives to meet or exceed those goals and like I tell everyone, figure out a way to sell a ticket better today than we did yesterday.

2. Tell Us What Your Average Week is Like?

Well, no two days are alike.  There are usually a lot of meetings. One consistent meeting is a weekly staff meeting I have each Tuesday for our group.  We meet as a full team, so directors, managers, account reps, bi-weekly, and on the alternate weeks, I meet with the three primary department heads under me.

The meetings I mentioned earlier really depend on the time of year.  Our events are eight weeks apart, one race in June and one in August, so unlike a lot of other race tracks that have two races that are spread out, when we kick into race mode, we just keep going.  Some other tracks who have a race early in the year and then again later, go through a bit of a roller coaster where there is a ramp up and then a bit of a drop off and then another ramp up.  When we go through our first event, those eight weeks go pretty quickly, and before you know it, those NASCAR rigs are pulling back into town.  So, leading up to the events and through the events there are a lot of event planning meetings.  As we go through the summer, we also have to start on the following year’s budget, so getting ready for the second event usually hits the same time as we are trying to get our first round budget done.  We also have to use that time to make some decisions on the following year’s ticket pricing and renewal strategies because right after our August event, we go out with renewals.  Right now, we are in renewals and getting ready for our on-sale, as well as trying to sell sponsorships and get in to meet with companies who are also trying to make some decisions on the following year.

So, it’s a lot of juggling.  You always have some type of fire drill that surfaces that takes some time.  As you move up in this business, you have more and more managing of people and issues that you have to deal with.

In addition, we are going through a major capital improvement project right now, building 30 pit road suites and a new media center, so it has been fun to be part of the planning process for that and watching it come to life.

3. Tell us about your career path including jobs in the sports industry

I came up primarily through the PR ranks but was able to diversify a bit and gain some knowledge and experience on a lot of different fronts.  Coming out of the Ohio University Sports Administration program with my master’s, I was able to land an internship with the Dodgers, starting in Vero Beach at Spring Training and being able to continue that internship in LA.  I went to LA on an internship and ended up living there for 20 years.  I was able to get my first full time job in PR with the Los Angeles Rams when they were playing in Anaheim and after a couple of years in the PR office, I moved over for a stint in Sales and Marketing.  Later, I served as the Information Director for the Big West Conference, and then went to work for Disney-owned Anaheim Sports Inc.  The Big West job was great.  We had a small staff, so I was able to do a lot of different things over and above the Sports Info side.  For example, get experience in event operations with our basketball tournament and hosting an NCAA Tournament.  With ASI, I was directly in charge of the Community Relations efforts for the then Anaheim Angels, but also worked closely with the Community Relations team of the Mighty Ducks of Anaheim, including the fund raising arm for both teams.  The community side really pulled a lot of my previous experiences into one position, from the PR side, to sales, to event operations.  While working there in the late 1990s, a new speedway was opening in Fontana, California, and one of my former bosses, Jay Lucas, who is now with the Astros, became the first PR director there.  He called on some old friends to help him at his first event, so I did and was hooked.  I was never a big racing fan, but the sport was really taking off at the time.  After a couple of years of volunteering and helping Jay out at the events, he offered me a position there on the PR side.  After six years at the speedway, I went out on my own for a couple of years before landing this job.  I will say that being out on my own was a tremendous experience and an unbelievable education.  Sometimes I feel like I learned more in those two years than I did in my previous 18 years of professional experience.  While not looking for a job and trying to make my own thing go, this opportunity at MIS presented itself.

Always pick up the phone –you never know who is on the other end!

4. What was the best advice you ever received and let us know if you follow it today?

It is hard to land on just one, and certainly people are usually willing to give advice.  For me, I would say this one – “Never stop asking questions.  If you do, that’s when you think you know everything, and that’s usually the time something will come back to bite you.”  A high school teacher dropped that one and it has stuck with me.

I do follow it today.  We are constantly learning and seeking more knowledge, especially as technology evolves in our business.

5. What are your top sports memories you are most fond of telling others?

I have great memories of every place I’ve worked, especially the people I’ve worked with.  We are in the fun business, so we should have fun.  We get to do a lot of cool things and be around interesting people, so we should savor those moments, but working in the business, we have to keep our business hat on, so it’s really only in times like this when I’m asked in this type of forum or at a speaking engagement or with family and friends, that I really think back at what I’ve done or places I’ve been.  I will say this, while I don’t have them on display, I do have at least one really cool piece of memorabilia from every place I’ve worked or major event I’ve attended.  One of these days, I’m going to make my own museum or sports bar themed area in my basement!

To pick a few, I’ll probably be all over the map, but here you go…how pristine everything looked at Dodgertown in Vero Beach; in awe of the Dodger greats at a Fantasy Camp; a Rams trip to Berlin shortly after the wall started coming down; going to the NFC Championship game my first year with the Rams and thinking this is how it was going to be every year and then winning five games the next year and three the year after that; being able to have family and friends attend events I’m part of and witnessing them enjoying the events while I’m stressed out as part of the event; going to NCAA Men’s Basketball Final Fours; working a Super Bowl; a sellout crowd; meeting and talking to race fans who are extremely passionate about “their” sport and “their” driver; seeing a professional athlete make an impact with his or her time and money to help someone or a community in need.

6. Your area has been one of the hardest hit in the country.   How has the economy changed the way you are running events?

There are really two things to look at with this, not just how we operate our events but how we sell them as well.  From a ticket selling standpoint, fans are making decisions later or closer to the event.  With that happening, we moved more of our advertising to closer to the event, while in the past we turned off the paid media and let the PR take over.  Our strategy was that we need both closer to the event.  We revamped our pricing structure and introduced a general admission ticket.  One thing we did make sure we kept our eye on was not panicking and dropping ticket prices as the event got closer.  You need to take care of your most loyal customers – those who renew and those who make the commitment early.  So, we held the line and did not drop prices as the event got closer.  We are using that strategy right now with our renewals.  All of our creative right now during our renewal period for 2010 is focused on our renewal customers getting the best prices of the year and our prices will never go below what our renewal customers receive.  After that, when we move into our pre-sale period, some of the prices may reset and then when we move into our general on-sale, additional tickets may go up.

On the operations side, of course you need to adjust for a decline in ticket sales.  So, you have less gate staff or ushers or parking staff; HOWEVER, the one thing we committed to is that we would not impact the guest experience.  So, for example, we would never cut something like tram service.  You still have to provide a quality event for the people who have made a commitment to come.  Our president always says you can’t worry about the people who aren’t coming, take care of the ones who are and deliver on your promise of a quality event, and hopefully, the ones who couldn’t make it will find their way back in the near future.

7.  How Does Your Current Job and Responsibilities Compare to those in the Past?

Well, this is the biggest group I’ve ever managed, so I spend a lot of time troubleshooting and processing a lot of information from a lot of different people to render a decision.  In some of my past jobs I’ve been focused solely on my department.  I feel like I’m always shifting gears.  I could be talking advertising one minute and then working with our ticketing director the next minute on an issue with an account holder.  I think that my past job experiences have trained me well for my current position; however, I will say, that as you climb the ladder, you deal more with human resource issues and budgets!  I’ve worked for publicly traded companies, family-owned companies and associations and everyone handles their budget and finance process differently, but in the end, it’s about managing expenses and maximizing revenue.  Advice that I give young people getting into this business is to have a good background and knowledge of finance. I’m not a numbers person, which is why I majored in Journalism as an undergrad(!), but everything we do impacts the bottom line.

8. Name a Few Mentors you have had and Why They’ve Had an Impact

This is kind of like the sports memories question – where do you start?  In high school, because I showed an interest in wanting to learn about events and how things worked, there were two athletic directors, Alan Jafrate and Buzz Donahue, at the school who really helped increase my interest in sports management.  While I competed in sports in high school, they would give me game management responsibilities at other sports events and let me help them out, either selling tickets or getting the event set up, cheap labor I guess, but real practical experience.  I had a high school coach, Bob Eaton, who also inspired me to reach for my goals and get the most out of every opportunity in front of you and that no task is too small – do whatever it takes to get the job done and done well.  I’m proud to say that to this day I remain in contact with these three men and they are dear friends.  Tim Mead of the Angels is definitely someone who has been an influence for me.  I watched Tim work from a distance for a few years as I was housed in Anaheim Stadium when working for the Rams and Tim was with the Angels and still is to this day.  He always had great respect from the media, a respect he earned.  I was fortunate to work for him later in my career.  He had a great ability to build relationships and earn trust.  Dennis Farrell and Rob Halvaks of the Big West Conference have also had an impact on my career.  I was fortunate to work for them for about five years.  What was great about working for them, and they are still together leading the conference, is how well they complimented each other.  Teamwork isn’t something that just happens on the court or the field – it has to happen in the front office as well.  I’ve always been impressed with their calm demeanor when everything around them seems to be crumbling, and they are able to get everything pieced back together and moving forward.

9. Where Do You See Opportunities For Growth in the Racing Industry in the Coming Year and Why?

I think we have to create some opportunities.  We need to get some younger fans more engaged in the sport.  We need to take care of our hard core, avid, long-time fans, but we need to find the next generation as well.  I think our sport has done a tremendous job of delivering a return for sponsors via exposure and in-market activation, but I think there are more companies out there that if they give it a try, will see that a partnership in our sport works.  So, we need to find some different entry points for partners and be creative in promotions, more creative than other sports, so that we deliver a big return.  Budgets are under tremendous scrutiny, so we need to make it a no-brainer for companies to make the investment

10. Executives always talk about passion in your job.  What are you passionate about and why?

As it relates to the job, I’m passionate about our fans.  Our vision statement is “To Create Lasting Memories for Every Person, Every Time.”  That’s a big undertaking.  We are extremely focused on the guest experience and delivering a quality event.  I’ve enjoyed meeting fans and talking to them about their experience, sharing stories and hanging out with them.  I think it’s important to spend time with them to understand what they like and don’t like about your event or your venue.

I’m passionate about trying new things and being creative.  I like brainstorming sessions.  The ideas might not get any further than the conference room, but at least you are trying.

Anything else you want to add for the blog?  Add it below….

I’ll go back to what I stated earlier.  We are in the fun business, have fun, but I will say don’t be afraid to be competitive in the sports administration world.  A lot of people in sports management played some type of organized sport growing up or collegiately or professionally – take that passion and competitiveness to the administration side.  You want your organization to be No. 1 – figure out how to get there.

Embrace change.  Embrace technology and use it.

I get asked all the time about open positions in the sports management.  As many of us know, positions are filled all the time and never advertised tot he general public.  One good resource that is either helping to place someone in a position or knows about an opening just because they are speaking to so many people is the professional sports recruiter.

Today, we visit with Dan Rossetti and his company, Ascension Sports Partners.

Dan Rossetti has been involved in the execution of recruiting engagements for almost a decade.  Mr. Rossetti founded Ascension Sports Partners with the belief that a candidate does not need to have a seat in the board room to receive executive level treatment and guidance in their professional career choices.

Prior to starting Ascension Sports Partners, Mr. Rossetti was the Senior Vice President for the executive search arm of Turnkey Sports and Entertainment. While at Turnkey, Mr. Rossetti was responsible for the management and recruitment of executive searches for clients within the professional sports, entertainment, and experiential marketing fields.

Before joining Turnkey Sports and Entertainment, Mr. Rossetti spent nearly five years with the nation’s largest Information Technology staffing firm, TEKsystems. At TEKsystems, Mr. Rossetti learned and honed his trade as a recruiter placing numerous technical candidates within the Southeastern and Midwestern marketplaces.

In addition, Mr. Rossetti spent time with publications giant, Thomson Corporation, selling web-based tax research to corporations, accountants, and tax attorneys.  Also, Mr. Rossetti spent two years as Manager of Concierge Services for Cincinnati’s largest Health and Wellness Centers, Mercy HealthPlex.

Mr. Rossetti earned his BA in Business Management from Wittenberg University and is a continuing member of the Society of Human Resource Management (SHRM) and has attended Caliper’s Client Education Workshop.

Mr. Rossetti, a former rugby player, enjoys spending time with his family, exercising, traveling, and an occasional round of golf.  Dan currently resides in Cincinnati, OH with his wife and their daughter.

We posed 10 Questions to Dan and here is his Tuesday take……

1. Tell us about your Company, your job and your responsibilities

It’s tough to describe a typical week.  I deal in the most intangible commodity out there…human capital.  Quite a bit of my week is determined by the number of searches I am currently working on.  I try and set a goal of at least fifteen new connections per week.  While I have been doing this for close to five years…I have found there are still quite a few people I do not know out there.  My week includes informational interviews, formal interviews, reference checks, and business development.  Also, running the business on my own means I need to dedicate a couple of hours a week to marketing, website maintenance, and finances.  I have found that no two weeks are the same.

3. Tell us about your career path including jobs in the sports industry

I have a BA in Management from Wittenberg University in Springfield, OH.  I have also completed coursework towards my M.B.A. at Miami University in Oxford, OH.  Prior to starting Ascension Sports Partners, I spent three years as Senior Vice President of Executive Search at Turnkey Sports and Entertainment.  Before joining Turnkey Sports I spent five years working for the nations largest IT staffing firm, TEKsystems, in Atlanta, GA, Huntsville, AL and Cincinnati, OH.  Other experiences include B2B sales working at publications giant, Thomson Corporation, and as Manager of Concierge Services at Cincinnati’s largest health and wellness center.

4. What was the best advice you ever received and let us know if you follow it today?

The best advice I ever received was from my first manager, Anthony Williams. Anthony showed me the ropes on how to become a good recruiter and the importance of building long term relationships with candidates.  He taught me it’s important not to contact a candidate only when you needed something.  I want to take the time and get to know as many candidates as possible.  This will allow me to identify what is important to you in your next career move…not just what I think is the right move.

5. What are your top sports memories you are most fond of telling others?

There are a few sports memories which stand out growing up.  First, would be sitting near the 12^th green on Sunday at The Masters in 1986 and listening to the crowds roar each time Jack made a shot.  Growing up in Atlanta, it is hard not to mention the turnaround of the Braves in the early 90’s and the city being awarded the Olympics in 1996.  Personally, I am proud of our team winning the Ohio Rugby Classic my senior year in Columbus.  Also, I love to watch my 2 ½ year old daughter participate in gymnastics…I think it just might be her sport.

6. How has the economy changed the way people are using executive recruiters like your company?

Our niche of the sports and entertainment business has certainly taken a hit this past year as our clients have shifted from a position of hiring additional staff to hiring replacement staff.  Clients have begun to try and network more diligently and use resources such as Linked In to help identify candidates as opposed to working with executive recruiters.  However, just because there are a greater number of candidates to choose from does not mean your hiring strategy should  change.  We like to think of these candidates as the “low hanging fruit” because it is easy to garner their interest in a role due to unemployment.  This mentality can bring in some very good candidates but does not cover the candidates who are passively looking for the next best career opportunity.  The approach can be very short sighted and could possibly result in missing the next “rainmaker” in your organization.

7.  What would you advise for someone wanting to get into this field?

The biggest thing I relay to people looking to get in our business and who are in a search mode is to stay relevant.  Our industry is very networked and we trust our network with referrals.  As more and more colleges and universities are pumping out undergraduates into the business you need to find a way to stay “top of mind” with hiring managers.  This can be done by networking through multiple channels: your school, your friends, associations, etc.  If you are not good at networking…you need to figure out a way to become good!

8. Name a Few Mentors you have had and Why They’ve Had an Impact

Two mentors I have looked upon in my life are my first manager, Anthony Williams, whom I mention earlier and my father.  My father has taught me about persistence, hard work, and has always played by the rules.  I have been fortunate to watch and learn from him in business settings over the years and how to treat people (employers and customers) and how to garner their respect in the workplace.

9. What trends have you noticed in the hiring of sports management professionals and what has changed in last year or two?

The most noticeable trends I have noticed in the industry relate to the state of the economy.  A few years ago, hiring managers would look at A+ talent and find a way to squeeze money from other departments to get this particular talent on board.  Today, you find it harder to “sell” yourself to a hiring authority if you do not fit all of the skills needed due to an abundance of possible candidates who do match up with everything the client is looking for.

Passion has a place in everything I do.  First and foremost I am passionate about being the best husband and father I can be to my wife and daughter.   Second, I have always had a passion for recruiting and helping others.  I love helping others achieve their professional goals and dreams by placing them in new and exciting positions.  Lastly, I have always been passionate about sports and now the business of sports.  The fact I get to combine my passion for recruiting and passion for sports makes me feel like one of the luckiest people in the world.

Meet Tom Simmons, a sports executive who has served as an Athletics Director for the past 10 years.  His sports management experience includes several positions with the Vero Beach Dodgers including intern, assistant general manager and general manager.  He also served  as a general manager for a double A minor league baseball team before accepting his current positions.

We asked Tom 10 questions about his perspective as an Athletics Director.

1.   Tell us about your job and your responsibilities

I am the Director of Athletics at Ohio Northern University in Ada, OH. We are a NCAA Division III university playing in the Ohio Athletic Conference. I oversee the operations of 21 intercollegiate athletics programs (Football; M & W Basketball, Baseball, Softball, Volleyball, M&W Indoor/Outdoor Track and Field, M&W Cross Country, M&W Swimming, M&W Golf, M&W Tennis, M&W Soccer, Wrestling). Responsibilities include budgeting, travel, facilities, scheduling, facilities, personnel, public relations, revenue generation and classroom instruction.

2.   Tell Us What Your Average Week is Like?

The weeks can be long. In addition to day-to-day operations, I serve as a game administrator for home contests. I am generally in the office between 7:30 and 8 am and leave at 6 pm unless there is a game to observe. I have to be prepared be flexible with my time because my day can be altered with the next “crisis” that any one of the coaches may bring to me to help solve. No two days are the same.

3.   Tell us about your career path including jobs in the sports industry

I have undergraduate degrees in Business and Sport Management from Ohio Northern. I have a Masters in Sports Administration from Ohio University. As part of my graduate degree program, I served an internship with the Los Angeles Dodgers at Dodgertown in Vero Beach, FL. After the internship, I completed my degree at Ohio U. and returned to Vero Beach as the Assistant GM and then GM of the Vero Beach Dodgers. (Class A, Florida State League) I eventually served as the Minor League Equipment Coordinator for the Dodgers organization. After 11 years, I left the Dodgers upon hearing of the pending sale by the O’Malley family. I was named the GM of the Mobile BayBears. (Class AA, San Diego Padres) After 18 months, I learned of the Director of Athletics position at Ohio Northern and fortunately won the position. I have been here in this capacity for 10 years.

4.   What was the best advice you ever received and let us know if you follow it today?

The best advice I’ve received came from church and my parents. It’s the Golden Rule. Do unto others as you would have them do unto you. I always want to treat everyone with respect and a sincere, caring attitude.

5.   What are your top sports memories you are most fond of telling others?

I treasure my experience at Dodgertown. Nothing can beat the years spent in Baseball Heaven. Not only the celebrities, but some of my best friends I met in the minor leagues. We were truly a family and for the most part, close knit. I recall the panic I experienced in 1988. Dodgers GM Fred Claire had instructed us to install an outfield fence at Holman Stadium. In one of the first games, Kirk Gibson chased down a fly ball and crashed into the fence, breaking it to the ground. Since it had been my project, I thought I was going to be called on the carpet. Other than a photo in the LA Times with Gibson sprawled out on the fence, I never heard a word about it. I also fondly recall my honeymoon on an all expenses paid trip to the 1988 NL playoffs. The whole organization was invited and my timing was impeccable. I hope my wife enjoyed it as much as I did. The Dodgers certainly welcomed her to the family!

6.   What is the difference in terms of responsibilities, budget and exposure for a Division I and Division III School?

Being in Division III, I sometimes covet the budgets that our big brothers receive. But our University funds athletics fairly and appropriately. We are very fortunate. The enormous difference in budgets is in scholarship money. Division III does not offer athletics scholarships. There is a difference in travel expenses and in salaries for the coaching staff. There is also a large difference in revenue produced in advertising and ticket sales.

7.   What would you advise for someone wanting to get into this field?  What Would you tell someone that wants your job?

To get into the field I would advise practical business experience. At any level, this is a business. Budget preparation, personnel management, etc…you are involved in everything. If possible get a graduate degree in athletic administration and get experience at all levels of sport, if possible.

If they want my job, I think it is truly important to develop a love or admiration for the university. You can work hard, but passion for the place makes a big difference. I am sure there are better athletic directors out there, but no one can match my passion and loyalty to this university. I believe I had that same passion in working for the Dodgers.

8.   Name a Few Mentors you have had and Why They’ve Had an Impact

Terry Reynolds- Currently with the Cincinnati Reds. Terry hired me out of Ohio University. He taught me that “when the bell rings” we have a job to do, and there was an expectation to represent the Dodgers in a first class manner. But Terry also taught me that you can take yourself too seriously. There is an acceptable mix of work and pleasure. If you do not let off some steam, the job will consume you.

Craig Callan- former Director of Dodgertown. He is a real business man. Craig taught me the ins and outs of good business. He was patient with me as I was maturing from a college kid into a professional.

Peter O’Malley, Fred Claire, Charlie Blaney- I observed these three from a distance. I never saw them blink. They were consistent, focused, classy, set high standards and had my total respect. In my own mind, I still try to do things the “Dodger way” even though I’ve been out of the organization for over 12 years.

Dr. Kendall Baker- President, Ohio Northern University- From Dr. Baker, I have seen firsthand his unbridled enthusiasm for the students of the university. We claim to be student-centered and he leads by example. He also has an uncompromising desire to improve this university. It is easy to follow his lead and I appreciate his support not only as an employee but as a proud graduate of the university. This is truly a great place.

Jim Pagano- owned the radio station in Vero Beach that had the Dodgers broadcasts. This man knows how to treat people. He has had a enormous influence on me to this very day.

9.   The economy has had a tremendous impact on the sports business this year. What trends have you noticed and what has changed in last in the past 90 days?

The economy has had an impact on enrollment. We are a private university so there is no state funding. We go it alone. We fight with many peer institutions for enrollment. In our favor are the excellent academic programs. But there have been cutbacks which trickle down to all departments.

In the last 90 days I have seen a silver lining around the economic cloud. We are thriving in spite of the cutbacks. In some ways we found some fat that needed to be trimmed. When we come out of this, we will be much better prepared to face the future.

10.      Executives always talk about passion in your job.  What are you passionate about and why?

I am most passionate about my family. I am the proud father of a 17 year old son and 15 year old daughter. My wife is a wonderful person who has had much patience with me. I have learned a great deal from her as she is truly the talent in our marriage. My passion for my family has its genesis in my family life as a child. My parents ran a household centered on their 4 children. There was much love and laughter and I hope I reflect their leadership in my own home.

Professionally, I am passionate about the athletics experience for our 600+ student-athletes. We have an enormous responsibility to them. I want all who participate in athletics to have the feeling that their inclusion is as important to us as it is to the athlete. Sure we are Division III. We will rarely be featured on ESPN. We will not be participating in a bowl game. But the tears our students cry after a tough loss are just as wet. The hard work they put in to become a better athlete is just as difficult. The joy they feel when they excel is just as strong as anyone at any other level. And they GRADUATE! The best feeling of all is to watch them walk across that stage to get their degree. Our kids are excellent in the classroom and on the fields of competition.

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If you would like to see other “10 Questions with….”  Here are links to previous Tuesday interviews

Mark Schwartz – National Advertising Manager, SportsBusiness Journal

Nicole Alison – National Hockey League Executive

Josh Rawitch – Vice President of the Los Angeles Dodgers

Chris Hibbs — Senior Director, Chicago Bears

Bill Robertson — Vice President, Minnesota Wild

John Drum — Vice President, Arizona Cardinals

Fred Claire — Former General Manager and Executive Vice President, Los Angeles Dodgers

Lawrence Cohen — Sports Consultant

Bill Shumard — CEO Special Olympics Southern California

Brad Mayne — President and CEO American Airlines Center

Tim Mead — Vice President, Los Angeles Angels

Jeff Idelson — President, Baseball Hall of Fame

Sam Piccione — AEG China

Buffy Fillipell — Executive Sports Recruiter, TeamWork Consulting

Jim Small — Vice President, Major League Baseball for Asia

Bill Chapin, Director, Seattle Seahawks

Today, anyone can develop their own brand.  You do not need a multi-million dollar campaign and athletes know it.  Many have taken to social media and Twitter has been one of their favorites.  A strong suggestion for any team that interacts with its fans is to a social media strategy for front offices employees as well as players and coaches.  People need to be trained.  We do this for clients (see www.coast2coastexperts.com) but some players have not yet received the training of the message.

Let’s take for example rookie Washington Redskins linebacker Robert Henson. The former standout from Texas Christian University (TCU) has keyboard in mouth syndrome after using Twitter to do a little too much of his talking for him.  Let’s take a closer look at a few of his Tweets from Sunday.

First off, athletes need to realize that speaking on Twitter is the same thing as speaking into a microphone.  Let me repeat it Twitter=Microphone.  The second point is, these comments live on the Internet FOREVER. Point #1 So Mr. Henson, when you call fans that support the team and indirectly pay your salary Dim Wits, you are alienating yourself. Point #2 — Athletes are already perceived as making much more money than the average guy and when you focus on this not only are you now alone and you have further isolated yourself.

Point #3 — So what if the guy or gal works at McDonalds? These folks are working and providing a service.  DO NOT make yourself to appear more important than others.  Because of all of this No one will want to get near you.  The comments might cost you money in future endorsements.  Your brand, I am talking of you the person and your marketability, for the short term could be ruined.  It seems by the last point, someone had gotten to Mr. Henson, but the damage has been done.

If you read his Twitter stream he is now spending more time than he wants back pedaling and having to answer “fan” comments.  Please, front office administrators, make your players and staff read this blog and learn from the lessons.  Players should all be required to take a few deep breaths and count to 100 before running to Twitter to voice their feelings.  It is a powerful tool, which can also get you into hot water quickly.  Don’t get burned.

If you’d like to follow other football players who are using the Social Media tool, here are a few names to consider.

** Running Back Reggie Bush Twitter page, New Orleans Saints

** Wide Receiver Terrell Owens Twitter Page, Buffalo Bills

** Wide Receiver Chad Ocho Cinco Twitter Page, Cincinnati Bengals

** Linebacker Shawne Merriman Twitter Page, San Diego Chargers

** Wide Receiver Larry Fitzgerald Twitter Page, Arizona Cardinals

I know all of these accounts belong to the athletes since Twitter has begun verifying accounts.  You can see this in the top portion of each athlete’s page.

Remember folks.  Twitter = Microphone

I often to tell people interested in the sports management business that everyone is selling.  Believe it or not every department for the most part has a role in selling something for a sports team.   This Tuesday, I decided to seek out a true salesman.  Meet Mark Schwartz who sells for the SportsBusiness Journal, the bible of the Sports Business industry.  His past experience includes corporate work, a stint with the Angels and Minor League Baseball.  Today, he answers our 10 questions.

1. Tell us about your job and your responsibilities

I am the Western Region Advertising Manager at the Sports Business Journal (SBJ). My responsibilities include managing all marketing, print and online advertising, and conference sponsorship sales efforts for the Western United States for the Street & Smith’s SportsBusiness Journal and Conference Group.

2. Tell Us What Your Average Week is Like?

Typically I begin the week with multiple phone meetings.  Then on the road traveling consulting and managing current client base with a minimum of 10 or more “face to face” selling calls against SBJ assets. Also consists of building customized proposals and action plans for current client base while prospecting and building a pipeline and prospecting for new clients.

3. Tell us about your career path including jobs in the sports industry

I began my sales career with a consumer products company-Scott Paper Company.  This included multiple positions (16 years) including working on a brand that sponsorsed the MLB All-Star game at Angels stadium, which led me to a sponsorship sales position with the  California Angels and then VP Marketing at a Minor League Baseball team.  This experience led me to join the SportsBusiness Journal as the Western Region Sales Manager shortly after the launch of the magazine (10 years ago).

4. What was the best advice you ever received and let us know if you follow it today?

“Find something you love to do and strive to be the best you can be at it”.  I take this thought at work and even the hobbies I enjoy doing.

5. What are your top sports memories you are most fond of telling others?

For sure, number one is the memories of the time spent coaching my kids in all their youth sports and watching them love the game.

Secondly, I know a lot of people say they were there, but being at Dodger Stadium and watching in person Kirk Gibson hit the game winning homerun in the 1988 World Series was pretty memorable.

6. What do you think is the biggest opportunity for growth in 2010?

In sports, “technology” continues to be the focus and growth.  In stadium, at home, Internet, mobile devices, how we consume it, watch it, experience it, and use it.

7.  You are in the Sales position.  What would you advise for someone wanting to get into this field?  What are upside and downsides to it?

As a sales person you have to have the fortitude to go after what you want to accomplish, and not watch and wait for it to happen.  Being self motivated, a strong communicator, and a great networker are the keys to success. Always follow up and do what you say you are going to do. Sales offers the flexibility of time and setting your own standards, the sky is the limit.

8. Name a Few Mentors you have had and Why They’ve Had an Impact

My father was a tireless loyal worker.  He taught me to love to work hard and take care of family.

My first boss at Scott Paper helped push me to want to be a winner and be the best at what you do.  “If you’re gonna be a cat, you might as well be a Lion”!

9. The economy has had a tremendous impact on the sports business this year. What trends have you noticed and what has changed in last in the past 90 days?

The sports industry has a little more resilience in this economy, as the sports fan is not going away.  They are just consuming the product differently. Although many budgets have been cut down, there is still keen interest in sports business participation, however it is reliant on stronger returns and better activations. We are seeing marketing budgets begin to loosen and suggestions that 2010 will show some upswing.

10. Executives always talk about passion in your job.  What are you passionate about and why.

First and foremost I am passionate about and am a true fan of the competition of sports.  Being in the industry is a fantastic bonus.  As far a being a sales person, the challenge of selling any product or service means you need to connect with people.  “People buy things they need from people they like”.  The art of consultative selling and meeting a business’s  needs can also be very rewarding and fulfilling.

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If you would like to read other interviews, here are links to some past 10 questions with series…..

Nicole Alison – National Hockey League Executive

Josh Rawitch – Vice President of the Los Angeles Dodgers

Chris Hibbs — Senior Director, Chicago Bears

Bill Robertson — Vice President, Minnesota Wild

John Drum — Vice President, Arizona Cardinals

Fred Claire — Former General Manager and Executive Vice President, Los Angeles Dodgers

Bill Shumard — CEO Special Olympics Southern California

Brad Mayne — President and CEO American Airlines Center

Tim Mead — Vice President, Los Angeles Angels

Jeff Idelson — President, Baseball Hall of Fame

Sam Piccione — AEG China

Buffy Fillipell — Executive Sports Recruiter, TeamWork Consulting

Jim Small — Vice President, Major League Baseball for Asia

Bill Chapin, Director, Seattle Seahawks

Lawrence Cohen is currently President and Founder of Beyond the Arc Sports Consultants, a sports marketing firm established to assist non-sports entities in utilizing sports assets to grow their business.

Before launching his own firm, Cohen served as Vice President of Sales for the Philadelphia 76ers. During his tenure with the 76ers, Cohen introduced multiple key ticketing initiatives including All You Can Eat tickets, Guys Night Out, Family Packs, Buzzer Beater Club, Club 76, and secondary ticketing (Ticket Rebound) that generated nearly $2 million in annual sales.

As the sports management industry continues to change, I thought it was about time to feature a consultant, in the sports management business.  Lawrence is the feature for our 10 questions with a sports executive this week.

1. Tell Us What Your Average Week is Like?

Now that I am a consultant, my week is very different than when I worked for a team.  I spend a lot of time networking with people in the industry, either via phone, in-person or e-mail.  I also spend a lot of time developing proposals.  Finally, I have to do the work I promised!

2. Tell us about your Career Path, including your Current Job.

I started as an intern at a company called Spectacor Management Group, where I was hired following the conclusion of my internship.  At SMG I worked as both a consultant on public assembly facility projects and as a marketing manager, coordinating our RFP responses, presentations, and presence at tradeshows.

After about 5 years at SMG, I decided to return to school and got my law degree.  I thought this would help me in my career, as I had spent a considerable amount of time reviewing legal documents.

Upon completing law school, I was recruited by Disney Sports to assist with their integration of the Anaheim Angels (Disney owned the Ducks at that point).  I held several positions while with Disney Sports including Director of Ticket Sales and Customer Service, Director of Advertising Sales and Broadcasting, and Vice President of Sales and Marketing.

After Disney Sports, I joined Tickets.com, where I was responsible for managing the company’s baseball portfolio, including both Major and Minor League baseball teams.  Ultimately, Tickets.com was purchased by MLBAM.

Prior to going out on my own, I served as Vice President of Sales for the Philadelphia 76ers.

3. What was the best advice you ever received and let us know if you follow it today?

The best advice I ever received was “don’t be a chicken.”  I have adhered to this concept throughout my career, as each position I accepted was not a “safe” job.  Always be willing to accept new challenges, no matter how daunting they appear.

4. What are your top sports memories you are most fond of telling others?

My memory is going to make me sound like a washed up high school jock!  But, here goes.  In High School, we were playing for the league basketball championship.  I was assigned the unenviable task of guarding the other team’s center, who was 6’7” and 200 lbs. (by comparison, I was 6’3” and 150 lbs soaking wet!).  Well, I fought this kid tooth and nail the whole game.  Fought him for position in the post, boxed him out, and generally frustrated the heck out of him.  We ended up winning the game and one of my teammates scored 25 points.  In the locker room after the game, the coach asked who should get the game ball.  Of course, all of my teammates said the player who scored all of the points.  Coach yelled at them and said “Larry should get the game ball!”  He then went on to sing my praises about how my determination to shut down their center was the reason we won the game.

Lesson learned:  It is the little things that will make you successful in life.

5. Describe the areas of opportunity for growth for the rest of 2009.

I think there will be continued growth opportunity in the social media space.  I don’t know that anybody has in sports has really figured out how to monetize this yet, but somebody will and therein lies the opportunity.

6. For someone still in college, do you suggest experience with internships or going on to Graduate School and Why?

I suggest a combination (sorry!).  I think someone in college should gain experience through internships and even work for a couple of years.  Then, go back to graduate school.  I think the practical experience and maturity you gain by working before returning to school make the graduate school experience that much more rewarding.

7. Name a Few Mentors you have had and Why They’ve Had an Impact

Father – Always tells it to me straight and has had my best interest at heart.

Tony Tavares – Provided me great opportunities to grow in my career.  Constantly challenged me.

8. In the last 6-9 months, the Economy has changed the way we do business? What are the biggest changes you have seen?

From the sports side, we all became reliant on corporate dollars to feed our need for more revenue.  As a result, we lost our way with “true” fans (based on the definition of fan).  Now, with corporate dollars drying up, I see many teams trying to re-connect with fans’ passion.  I think this change will be permanent and necessary for the survival of sport.

9. Executives always talk about passion in your job.  What are you passionate about and why.

I am addicted to sold-out buildings.  The electricity in the air is what makes sports so much fun for me.

10. If I had it to do all over again, I would change the following things about my path…..

Not a thing!

Nicole Allison is entering her 5th season with the National Hockey League.  Nicole has worked in the Club Consulting and Services Department where her main responsibility is to work closely with member Clubs on all facets of the business- ticketing, sponsorships and marketing. Nicole previously worked for the Phoenix Coyotes for two (2) years as Director, Sales and Service where she was responsible for all ticket sales as well as the relocation to Glendale Arena.  During the lockout, Nicole worked as Director, Community Relations and Fan Development.

Prior to working for the Coyotes, Nicole worked at the Philadelphia Flyers for five (5) years as Director, Sales and Service.  Starting as an intern in the Public Relations Department, she then moved into the Sales and Services Department as a Manager.  In this role, she oversaw all aspects of Season Ticket/Partial Plan renewals and sales as well as all individual game promotions. Nicole attended Wittenberg University in Springfield, OH where she received a bachelor’s degree in Political Science with a minor in Journalism.  She received eight varsity letters during her tenure, playing field hockey and lacrosse.

1. Tell Us What Your Average Week is Like?

In Club Consulting, we meet with NHL Clubs to review ticket sales, sponsorships and anything else they need to discuss.  We also have many phone calls (whether individual or conference calls) to work with Clubs on getting information that could help them either sell more tickets or secure more sponsorships, analyze reports to see trends in the business, set up conference calls in regards to ticketing and sponsorships, plan regional meetings based on certain topics (Retention Meetings, CRM, etc).  Depending on travel/season my work week can run anywhere from 45-70 hours.

2. Tell us about your Career Path, including your Current Job.

After college I became a PR Assistant/Intern at USA Basketball for about 6 months and then became an intern at the Philadelphia Flyers in their PR department.  After completing that assignment, I volunteered at Comcast SportsNet and then was an assistant to the VP, Operations for a few months until I was offered the position as Manager/Director, Sales and Service at the Philadelphia Flyers. That position was responsible for overseeing all renewals, individual game sales, marketing promotions as well as planning all events for ticket holders.  After 5 years at the Flyers, I was offered a position as Director, Sales and Service for the Phoenix Coyotes.  After working for a traditional and “sold-out” Club, I had wanted to try working for a non-traditional market and get more experience selling tickets in addition to growing the fan base in Arizona.  After the lockout, I took a role at the NHL in the Club Services Department.  Here we work with all the Clubs on all league initiatives as well as assist Clubs with ticketing and sponsorship best practices and analysis.  Moving forward I will be working in the Partnership Marketing Department.

3. What was the best advice you ever received and let us know if you follow it today?

Its all about people.  Make sure you have the right people in the right spots and take care of them.  Work should be a family of sorts and if your people are happy and growing professionally, the work and their efforts will show it.  I also make sure to never ask someone to do something I either haven’t done or wouldn’t do myself.  Can’t be “too big” for any task.

4. What are your top sports memories you are most fond of telling others?

My favorite sports memory (in the business) is with the Philadelphia Flyers.  It was after 9/11 and the Flyers were playing the NY Rangers in a pre-season game.  The President spoke on national TV that night to announce that we had just gone to war in Afghanistan.  We played the interview on the jumbotron (was during the 2nd intermission).  My boss at the time, Ron Ryan who was the President at the time, came down to the bench to speak with the Rangers.  They called the game.  Both agreed it was not the right thing to play a hockey game after an announcement like that.  The teams shook hands.  When I got home, it was the top story on Nightline.

5. Describe the areas of opportunity for growth for the rest of 2009.

In a nutshell- data capture/analysis and retention efforts.  We are all moving towards different means to reach people- so data capture is important.  Taking the data received and analyzing it is so much more important.  Clubs will need to be more strategic in how they attack ticket sales and sponsorships (whether new or old) and be able to show ROI- not only to corporations (sponsors and suite holders) but to season ticket holders.  There are so many events/activities families can do now that we need to show them the money is well spent and be as flexible as they need us to be.  Companies are holding back and will only put their money where they think will help them grow THEIR business.

6. What has changed the most since you joined the NHL?

We are much more strategic in what we do and how we go about doing it.  To me, the NHL is only getting stronger.  This past year alone, we surpassed everything we could have hoped for in terms of growing the fan base- between the Winter Classic, Premiere Games in Europe, the Playoffs, and our players’ popularity.

7. Name at 1-3 Mentors you have had Why They’ve Had an Impact

1. Ron Ryan, Former President of the Philadelphia Flyers.  Probably the smartest man I have ever worked with and a great person who cared very deeply for his team and people .  I learned more in 5 years with him than in anything else I have ever done.  To this day, I always ask “What would Ron do”?  2. I would also have to mention Chris Overholt, VP, Marketing Partnerships at the Miami Dolphins.  Have known him since his days with the Toronto Maple Leafs when I was just starting out at the Flyers.  I have a great deal of respect for what he has done and how he does it.  Whenever I need advice, I still bug him.  He always gets it right.  3. Reid Watson- (he’s Mr. Watson to me) my high school history teacher and a lacrosse coach.  Those who know him would agree!

8. In the last 6-9 months, the Economy has changed the way we do business?

Retention and ROI.  More emphasis on both and shift in top categories.  Gone are the days where sports is a privilege, we now need to be better partners to our partners.  We need to show them that we can help them and not vice versa.

9. What are you passionate about and Why.

People.  When it comes to fans, I love to make them happy and fight for their needs.  Its a great release from everyday worries- especially in these times.  When it comes to people in our industry- whats intriguing to me is that everyone (for the most part) starts at the bottom and works their way up- so they know what its like to be in the trenches.  Everyone is there to help each other- no matter what Club/League you are working in.  Makes the long hours much more bearable when you know you are working with great people who not only care about the sport, but also about their colleagues successes.

10. If I had it to do all over again, I would change the following things about my path…..

I would have gone to Business School.  Still might.  But then again, I don’t think I would be where I am today if I had just done that.  For what I do, you need hands on experience.  Although, I’d be much better at Excel.