The ROAR Podcast

In 2007, a young high school math teacher in Ohio asked a simple question: why does the end of a basketball game reward teams for breaking the rules? His answer was to turn off the clock and play to a target score. It took a decade of cold outreach, rejection, and reinvention before TBT gave it a shot in a small Division II gym in Philadelphia. Since then, the Elam Ending has been used at the NBA All-Star Game and in the NBA G League, the Canadian Elite Basketball League, Unrivaled, the Women's College All-Star Game, and grassroots leagues around the world. Adam Grossman sits down with Dr. Nick Elam to talk about the persistence it took to get a radical idea adopted, why simplifying the concept was the breakthrough, and the call from the NBA that came while Nick was sitting in an airport terminal. They also explore why rule changes matter far beyond the court, shaping fan experience, ticket sales, and sponsorship value. Finally, they make the case for a dedicated innovation segment in sports media. In this episode: How the flaws of late-game basketball (intentional fouls, stalling, and "blooper reel" shots) sparked the idea Pitching roughly 80 commissioners, executives, and media members, and why a thoughtful "no" still matters Why moving to a flat target number made the concept easier to sell Why TBT was the ideal first home, and the comeback that won over the crowd The NBA All-Star Game run, and why exhibitions are a different test Nick's take on MLB's pitch clock, pickoff limits, and the ghost runner rule Rule changes as a "recalibration" that restores the style of play fans love 00:00 Introduction 01:58 Welcome and What Is the Elam Ending? 03:35 A Math Teacher's Lightbulb Moment 06:58 Ten Years of Tomorrows 09:27 Learning to Sell a Radical Idea 13:41 Early Believers: Dan Bonner and the ABA 16:53 Inside TBT: The Perfect Landing Spot 20:00 That First Weekend in Philadelphia 23:46 The Call from the NBA 26:43 Why Rules Drive Revenue 27:59 Pitch Clocks, Ghost Runners, and Recalibration 30:29 The NBA All-Star Game Run 33:58 Building a Personal Brand 35:52 The Case for an Innovation Expert in Sports Media 38:44 Wrap-Up

When Pau Gasol went looking for someone to run his business in 2015, he wasn't looking for a sports insider. He wanted someone who could be Catalan in Barcelona, Spanish in Madrid, and American in the U.S., and who understood investing, startups, and leadership. He found that in Ferran Prieto, a Barcelona-born engineer whose career ran through the automotive industry, General Motors' corporate strategy and venture team, and Dan Gilbert's startup ecosystem. Nearly eleven years later, Ferran is CEO and Managing Director of Gasol 16 Ventures and Managing Partner at Everest Advisory Services. In this conversation with Caroline Valvardi, he explains why athletes in the U.S. are years ahead of their European counterparts in building businesses during their careers, and what cultural pressures keep many European stars quiet until retirement. He breaks down the three pillars of Gasol 16 Ventures: Pau's institutional role in sports, including the Olympic movement; the Gasol Foundation's work against childhood obesity; and a business arm spanning brand partnerships, advisory work, and investments across sports, health, and wellness. Ferran also shares where he sees the biggest opportunities in sports as an asset class. He's bullish on women's sports and on the WNBA, where he invested early. He explains why investors increasingly want to know whether a team controls the real estate around its venue. And he looks at MotoGP and select startup leagues. He discusses how data and AI help him compare deals, why confidentiality and human review still matter, and the advice he gives athletes: use your platform while you're competing, because the window closes faster than you think. In this episode: Ferran's path from automotive engineering to running Pau Gasol's business The differences between U.S. and European athletes as business leaders Why honesty and "earning your role every day" sustain long-term athlete relationships Inside Gasol 16 Ventures and Everest Advisory Services The investment case for women's sports and the WNBA Sports-anchored real estate and why owning your venue matters more as valuations rise How AI is changing deal evaluation, and where to stay cautious Leadership lessons and career advice for active athletes 00:00 Welcome and Spain's World Cup win 02:00 Ferran's path 04:25 Founding Everest and helping athletes plan for life after sports 05:34 Athletes as business leaders 08:43 What makes athlete relationships last 11:47 Inside Gasol 16 Ventures 16:06 Everest Advisory Services 17:24 Where the investment opportunities are 19:58 Sports-anchored real estate 22:07 Finding markets where athletes have an unfair advantage 24:37 How data and AI shape deal evaluation 27:41 Using AI responsibly 31:48 The passion of sports and the athlete's superpower 37:36 The early WNBA bet and the league's rise 39:44 Leadership philosophy and advice for active athletes 43:39 Wrap-up

Most sports real estate conversations start the same way: the venue anchors the district, and the district delivers the return. Mike Carney is building from the opposite direction. Mike is the head of On Deck Partners, the minor league baseball platform established inside Avenue Capital Group's sports fund, which came to market in December with its first two club acquisitions in Visalia and Montgomery and has since added Wilmington. He's explicit that On Deck is not a real estate developer. The thesis is that in a small or mid-sized market, the ballpark already functions as the community's central entertainment hub and anything built around it should be designed to reinforce that hub, not compete with it. Residential is the early area of interest, including player housing, a recurring ask from both municipalities and major league affiliates. Before On Deck, Mike spent ten years with the Washington Nationals, arriving in 2015 from a data engineering and consulting background and eventually leading business operations. He walks Adam through what actually changed on the data side across that decade: a club that started with ticketing data used only to run a ticketing business, a centralized platform MLB built in partnership with Google, and the customer data and marketing automation work that mostly landed post-pandemic. He also gets specific about what worked with fans targeted surprise-and-delight credits, a Kids Eat Free program he's now looking at for the minor league clubs and his read on the trade fans will make: they'll share data when they feel they're getting value back. The conversation covers the harder parts too. Managing the business through a rebuild with no control over the on-field product. Planning around winning streaks and quiet stretches rather than projected win totals. Zip-tying seats and re-manifesting the ballpark coming out of the shutdown, which Mike names as one of his fondest memories with his team. And on leadership, a position he returns to repeatedly: transparency up and down, and no surprises in either direction. On AI, Mike draws a sharp line. Because minor league front offices are already running lean, he argues this is a growth play rather than a headcount play — which means AI has to eventually touch fans, and that's exactly where he's slowing down. On Deck is leaning in on internal workflows and creative production, and holding back on anything that puts a non-human between the club and a customer in communities built on relationships. 00:00 Welcome and introductions 00:40 On Deck Partners, and ten years with the Nationals 01:59 NASA, consulting, and the move into sports data 03:57 What data looked like at the Nationals in 2015 06:21 How fans actually want to be marketed to 08:19 Winning on the field vs. working the business side 10:27 COVID: revenue to zero, and the return 12:32 Zip-tying seats and working the concessions register 12:57 Managing the business through a rebuild 15:29 Getting alignment up and down the organization 17:12 Leadership: the decisions get harder 18:58 A decade of change in data and technology 20:42 Leaving the Nationals for On Deck Partners 23:44 Avenue Capital, the sports fund, and the thesis 26:02 Why multi-club ownership changes the math 28:38 The real estate and mixed-use thesis 30:59 Real estate that feeds the ballpark, not the reverse 33:02 Programming mix, residential, and player housing 34:10 Institutional capital in minor league baseball 36:01 AI as a growth play, not a headcount play 38:55 Where On Deck is using AI today 40:31 What AI-powered growth looks like at the ballpark 42:06 Closing thoughts

Steve Lefton has spent twenty-nine years at what he jokingly calls "the largest firm you've never heard of." Kimley-Horn is eleven thousand people across a hundred and sixty offices — engineers, planners, landscape architects and environmental scientists who handle nearly everything on a project except the architecture. As Executive Chair, and previously as president and CEO during a stretch in which the firm doubled in size, Lefton has watched sports venues transform from standalone buildings into full districts that have to work three hundred and sixty-five days a year. He joins Caroline to trace that shift from the ground up. The conversation moves from his early redevelopment work in post-Hurricane Andrew Miami, to why the districts that succeed feel like organic neighborhoods rather than projects, to the scale problem hiding in plain sight: a New York City block runs about three acres, and these developments can span sixteen to a hundred blocks. That math, he argues, makes public partnership unavoidable. Along the way: what a Kimley-Horn employee is doing beside a police officer on game day with an earpiece in, how the firm moved 2.8 million fans during the World Cup, where Lefton draws the line on AI in a profession of licensed professionals, and why a Commanders project on the RFK site is personal. 00:00 Welcome 00:52 What sports mean to him: family, coaching, and a son playing college lacrosse 03:37 Cornell, landscape architecture, and the "spaces in between" 06:05 Leading Kimley-Horn: doubling the firm in seven years 07:37 Two projects that shaped him: the Miami River Corridor and Midtown Miami 10:36 "The largest firm you've never heard of" — and how the sports practice grew 14:11 Public-private partnerships and playing the honest broker 16:33 Beyond the deal: moving 2.8 million fans at the World Cup 19:54 AI as amplifier: agents on the team and moving up the value chain 22:52 Where he's cautious: faster isn't better, and what a licensed profession can't outsource 25:04 Game day traffic ops: the earpiece, the command center, "go green north" 29:20 What makes a district work: organic neighborhoods, art and science, silo delivery 34:17 Mobility, not transportation — and creating value 365 days a year 36:36 Local insight at national scale, and why the Battery is still the gold standard 37:37 Full circle: Formula One, the Commanders, and RFK with his dad 41:34 Leadership and humility: "you're not that important"

George Barrios walked away from a signed offer to run Univision in July 2020, called his former WWE co-CEO Michelle Wilson the next morning, and told her he'd rather build something with her instead. In his second appearance on The ROAR Podcast, he walks Adam Grossman through everything that decision produced: taking Bowlero public via SPAC at the peak of the frothiest IPO market in decades, returning to WWE to architect the merger with UFC that created TKO, and closing this past April on Global Sports Group — a holding company built with CVC around minority stakes in LaLiga, Ligue 1, the WTA, FIVB, and three rugby properties. Leagues and federations only. No teams, by design. Along the way, George unpacks the lesson a former boss gave him at thirty-one — that running a business for the short term is easy, running it for the long term is easy, and doing both at once is the actual job — and the three questions he believes any management team should be able to answer clearly enough for a six-year-old. Then the conversation turns to AI, and the two of them stop agreeing. George argues that a company's alpha lives in its workflow and its data, and that handing that to a vendor under an AI-as-a-service model is a mistake he wouldn't make: build the harness around the model yourself, own the code. Adam pushes back hard from a data governance and partnership angle. Neither one gives ground. Which, as George notes at the close, is about right for a guy whose book is called Sometimes Wrong, But Never in Doubt. 00:00 Round Two 00:31 The Book: Sometimes Wrong, But Never in Doubt 01:29 From Operator to Investor 04:07 The July 2020 Phone Call 06:15 Back to WWE and the Road to TKO 08:58 Taking Bowlero Public 11:38 Why Bowlero — and Why Not the Flying Taxis 13:28 Three Hundred SPAC Sponsors 14:38 The Hardest Thing in Business 17:00 What the Public Markets Expose 20:51 Three Questions, Explained to a Six-Year-Old 23:09 A Detour Through Richard Feynman 24:50 How Global Sports Group Came Together 27:59 Why Sports Wins the Re-Architected Value Chain 30:24 Human Provenance and the Next Three Billion Fans 32:53 Leagues and Federations, Not Teams 35:18 "Nine Times Out of Ten, It's an Email List" 36:27 Not the First Inning — Batting Practice 37:43 Moving the Needle Without Control 40:23 The Chief Electricity Officer 43:29 Why He Wouldn't Sign Up for AI-as-a-Service 46:47 Build the Harness, Not the Model 47:48 Where Adam Disagrees 51:50 Willing to Be Wrong